Let’s talk about me!!!!
Here’s a summary from an interview I did with a writer doing a book about turnaround leaders.
David left the USA for Taiwan and China in 1987. After more than 10 years in Taiwan working in business intelligence, international trade and quality consulting, he fell into a China-based position requiring a significant manufacturing turnaround in 2000.
The first Chinese manufacturing operation that he turned-around went through several transformations. First as a non-productive, unmanaged tenant in squalor, to a functioning plant with greatly improved output, to an ISO certified facility, to a LEAN/JIT manufacturing operation led almost entirely by local talent.
His second turnaround produced similar results. David has found a personal formula that brings the value out of a Chinese manufacturing operation where others were prepared to shut the operation down.
From the China Economic Review’s Editors’ Journal (in house blog):
While reporting a story I came across a blog from an insider in China’s manufacturing sector. David Levy, a self-professed “change junkie,” was sent to China by his American employer in 2000 to inspect a new Shenzhen facility. The two-week trip lasted six years.
Levy has found his raison d’être. “I get my fix by gaining control of a real mess of a facility, a money-leaking, defect-producing black-hole, which I can start turning into a thing of value.” Along the way, he’s developed a keen sense of what it takes to be an effective manufacturer in China, and has the resumé to back it up. He wears that sense on his sleeve, and that’s a good thing.
And finally, here’s a PDF of a Nikkei Business article (in Japanese) which quotes me.