Danny W. Harrison is a senior operations executive with over 20 years of experience in the automotive industry, currently serving as Assistant Vice President of Operations. He has a track record of turning around failing operations and positioning businesses for profitable growth. Harrison is skilled in building high-performance teams, instituting performance metrics, and introducing best practices to reduce costs, improve quality and delivery, and strengthen financial performance.

1. DANNY W. HARRISON
DRIVING SUSTAINABLE SENIOR OPERATIONS EXECUTIVE ALIGNING OPERATIONS &
REVENUE & PROFIT GROWTH COO / VICE PRESIDENT / DIRECTOR TEAMS WITH BUSINESS GOALS
Catalyst for Change and Highly accomplished executive with a successful 20+-year career creating vision,
Continuous Improvement identifying opportunities, building organizations, and delivering strong revenues
Optimize Sales Growth, Profit, and profits within intensively competitive markets.
Product Costs, & Lead Times
Innovative change agent with strong transformation, turnaround, and growth
Formulate Business Plans &
leadership. Skilled in building, revitalizing, and optimizing organizational structures,
Metrics Reporting Frameworks
teams, measurement systems, and processes to reduce costs, achieve regulatory
Establish Organizational Goals & compliance, enhance on-time delivery, and strengthen financial performance.
Performance Standards
Introduce Technology to Enable Passionate leader with proven ability to motivate, empower, and lead to success.
Business Transformation Skilled in building high-performance teams sharing common vision and goals.
CAREER HIGHLIGHTS
TOMASCO mulciber INC., Columbus, Ohio – 1999 to Present
Assistant Vice President of Operations
Fast-track promotions through a dedicated 11-year career with this Tier I & II automotive supplier. Requested to
join company as Safety Consultant (1999) and within 3 months recruited as Welding Department Manager (1999-2000).
Advanced to Assistant Senior Manager (2000-2001), Senior Manager (2001-2003), and Assistant Vice President (2003-Present)
with full P&L operational responsibility for Ohio plant serving Honda of America customer and supplier network.
Pivotal role in turning around failing operations, eliminating multimillion dollars in yearly losses, and positioning
business for profitable record growth within 2 years. Established strategic plan and execution footprint; restructured
teams and clarified objectives, instituted performance measurement and reporting structures, and introduced best
practices across the plant to achieve operational excellence. Total oversight for team of up to 700 Associates through 3
Senior Managers, 5 New Model Engineers, and 10 Managers. Member of Tomasco Operations Committee of 6 charged
with defining direction for the plant. Report directly to General Manager and President.
  
Key Achievements
♦ Championed continuous improvement programs across all aspects of operations between 2007 and 2009 that
reduced safety incident rate from 7.2 to 2.38, minimized monthly product Quality Index Points from 187 to 83,
increased Overall Equipment Efficiency from 72% to 75%, slashed overtime from $118K to $60K, and completely
eliminated $30K in monthly expedited delivery expenses.
♦ Drove a major transformation of teams, operations, and processes that elevated business from a loss of $1.4
million in 1999 to a profit of $1.3 million in 2001, and a 13-year profit high of $3.1 million in 2005. Developed
business plan objectives and metrics, introduced and aligned teams with business goals. and oversaw the build-
out of a sound operating infrastructure to enable continued revenue and profit growth.
♦ Established a strategic business plan for newly integrated Welding Department to ensure unified vision of
goals. Instituted a culture of shared objectives, open communication, and performance tracking and reporting that
increases visibility of successes and issues. Model was adopted as the standard by 8 departments within the plant.
♦ Strengthened the safety program across the entire plant, eliminating multimillion dollars in fines – by
OSHA – within 3 months. Subsequently, led the Operations Division during OSHA wall-to-wall audit,
resulting in zero identification of major violations.
♦ Led teams in achieving ISO 9000 and ISO 14001 certifications within first attempts in 2001, and obtainment of
good audit standings for the last 9 consecutive years.
  
30393 McPeck Road | Richwood, Ohio 43344
937.243.4005 | myne30393@embarqmail.com | linkedin.com/in/danwharrison

2. DANNY W. HARRISON, PAGE 2
CAREER HIGHLIGHTS
 Continued 
HONDA OF AMERICA, Marysville, Ohio – 1985 to 1999
Senior Staff Engineer — Safety / Environmental Leader / Project Manager / Department Manager
Built an impressive record of achievements through a series of increasingly responsible positions for Honda’s 1st Japanese auto
plant in America. Recruited as Production Associate (1985-1988), and promoted quickly to Team Leader (1988-1990), Production
Coordinator (1991-1992), Assistant Manager (1992-1994), and Department Manager (1994-1998) of Painting Operations.
Chosen as Project Manager (1998) to lead efforts to ship the first Honda Accord automobiles to Japan; and subsequently to Senior
Staff Engineer to strengthen Safety / Environmental operations within the plant to achieve ISO 14001 certification.
Drove the establishment and adoption of business plans and actionable goals across teams and operations that
improved product quality, increased pass-through, minimized lot control, and enabled revenue and market
growth. Evaluated needs and issues; defined vision and execution footprint; introduced best practices and continuous
improvement programs; and cross-trained personnel on all aspects of primary, sanding, and painting processes that
enabled the department to achieve Honda’s TQM NH Circle Awards for 5 consecutive years (1994-1998). Held
complete responsibility for 1,000+ associates through 7 direct reports.
  
Key Achievements
♦ Successfully led plant in achieving the 1st ISO 14001 certification within one week of assuming Safety /
Environmental Leader role. Subsequently, orchestrated a complete ergonomic assessment of the plant, analyzed
processes, and developed plans to implement countermeasures that reduced risks and issues.
♦ Defined strategy and plan to export the 1st Honda Accord automobiles to Japan within 3 months, which has
been subsequently adopted as the model throughout the plant. Led team of 90 in the on-time shipment of
25,000 units sequenced by model, type, option, and color.
♦ Directed the stabilization and improvement of lot control from 80% to 100%, reducing operating costs by
$2 million within 2 years. Instituted enhanced communication mechanisms, improved quality of products, and
reduced timeframe to integrate repaired automobiles into appropriate manufacturing lot sequence.
♦ Developed the paint department’s 1st business plans that achieved $250K in yearly savings through the
reduction of shop supplies, utility, and repair costs. Collaborated with management and team leaders to define
objectives, enhance communication, and increase cross-training programs.
♦ Selected by leadership as an Instructor of Total Quality Management (TQM) charged with delivering
process/ quality improvement best practices to management teams across all manufacturing departments.
♦ Spearheaded the startup of new production lines to meet market demands within 6 months. Recruited and
cross-trained personnel on 2 new areas, processes, and technologies, increasing throughput processing by 5%.
♦ Established the 1st cross-training program across primary, sanding, and painting areas that directly increased
throughput and enhanced overall product quality.
♦ Recipient of Plant President’s Award in 1987 for effectively identifying and resolving control panel closing
issue that affected color specifications for 60 automobiles, eliminating potential impacts to the customer.
PROFESSIONAL DEVELOPMENT
NH Circle  Total Quality Management  One Minute Manager  Effective Communications  Presentation Skills
Leading Effective Meetings  Business Writing  Crisis / Conflict Management  Selection Interviewing
Performance Management  Setting Performance Goals  Time Management  Hazard Communication
Ergonomics Awareness  Lockout / Tagout  Problem Solving Decision Making  Analytical Troubleshooting
Change Point Control  Project Management  Emergency Response  Cost Accounting  Legal Supervision
  
30393 McPeck Road | Richwood, Ohio 43344
937.243.4005 | myne30393@embarqmail.com | linkedin.com/in/danwharrison