vp operations or vp manufacturing

8/3/2019 VP Operations or VP Manufacturing

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Paul Bernard, M.B.A.160 Winners Circle Magnolia, DE 19962 302.335.3613 [email protected]

GENERAL MANAGER / VP OF OPERATIONS / VP OF MANUFACTURINGExpertise in Fortune 500 Companies, International Global Defense Environments, and Small Business

Unbroken record of serving as a catalyst for transforming struggling operationsinto superior performers, as recognized by the highest levels of executive leadership. Masterful in creating and implementing processes that optimize productionoutput while reducing costs, hiring superior talent, and delivering the coaching, development, and mentoring to produce outstanding results. Previously held Top Secret Security Clearance.

PROFESSIONAL EXPERIENCE

Mohawk Electrical Systems 2008-PresentVICE PRESIDENT, OPERATIONSSpearheaded all manufacturing operations for an ISO 9001 SAI Global certified company. Ensured quality, safety, and cost effectiveness in precision lean manufacturing of cable, harness, electromechanical, and molded assemblies for U.S. Department of Defense, approved foreign defense agencies, oil and gas industry, instrumentation and mining industries, and industrial manufacturing entities. Manage

d lean production from prototype to volume production.

Challenge: Transform underperforming middle management team, solve mission-critical communication and trust problems between management and the workforce, and convert company to a customer-focused culture.

Action: Terminated production manager, product line supervisor, and maintenancelead, hiring replacements with outstanding leadership abilities, strong communication skills, and a solid record of quality performance.

Result:* Customer Service: Decreased customer returns to less than 1% of gross sales byimproving product quality while increasing customer on-time delivery rate to 96

%.* Productivity: Increased plant-wide productivity by 12% and employee attendanceby 36% through a consistent and clear articulation of expectations and a work-culture transformation.* Operations: Achieved 99% plant-wide equipment reliability rate by establishingpreventive and predictive maintenance policies and critical-spares management.* Safety: Resolved numerous outstanding safety defects and developed companywidesafety policies, which resulted in zero OSHA recordables, outstanding state safety inspections, and a 19% Workers` Compensation Insurance discount for the lastthree years.* Quality: Resolved numerous quality challenges, resulting in a 100% audit passrate.* Leadership: Built one of the strongest middle-management teams the company has

ever assembled.

Temple-Inland / Georgia-Pacific 1999-2005PRODUCTION SUPERVISOR (2004-2005)Promoted to lead consumer-packaging production when Georgia-Pacific acquired Temple-Inland. Monitored production processes and maintenance records at 12 machinecenters and worked with senior lead operators to ensure safety and maximize efficiency.

Challenge: Overhaul the finishing department from the poorest-performing departm


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ent in the company into a highly productive and team-oriented unit.

Action: Instituted a disciplined approach to inventory management, implemented P&L and metrics-based root-cause analysis, and established lines of communicationby spending time on the floor with supervisors to resolve and remove barriers,improve the morale of disgruntled employees, and address safety issues.

Result:* Operations: Department performance improved: Identified annual warehouse and inventory loss of $350k, developed action plan resulting in $53k savings in threemonths, and increased plant-wide profitability.* Customer Service: Customer on-time deliveries increased significantly.

Paul Bernard, M.B.A. 302.335.3613 [email protected] Page Two

MAINTENANCE MANAGER (1999-2004); ENVIRONMENTAL MANAGER (1999-2005)Drove Total Productive Maintenance (TPM) for all equipment maintenance aspects spanning 12 departments including 25 major-process equipment units and a 200,000-square-foot facility. Established environmental -management systems in compliance with government and corporate regulations, including Title V, EPCRA, SARA, TRI, and MSDS programs for chemically intense processes that utilized 2.4M pounds and 30 waste streams annually.

Challenge: Turn around the maintenance department, one of the weakest in the com

pany, by addressing equipment down time, maintenance management programs, personal accountability, and environmental non-compliance issues that threatened to shut the plant down.

Action: Developed management programs for maintenance, air emissions, bio-hazardous waste, wastewater, and storm water.

Result:* Maintenance: Developed and administered a TPM program with a focus on preventative and predictive maintenance elements for a continuous consumer-packaging process that encompassed $29M in capital assets and an annual operating budget of $1.2M.* Spearheaded Lean Manufacturing initiative that reduced overall downtime 75%, g

enerating additional sales capability of more than $2M annually.* Drove a $2.5M vital business project to install 13 major process equipment items within five months.* Played a key role in the logistics of the transition of equipment and projectsfrom a sister-plant closure in 2001 that forecasted an additional $25M in sales.

* Environmental Compliance: Achieved zero Notice of Violations, reduced Volatile Organic Compounds 54%, and earned accolades from government and corporate audit teams.* Developed a pollution-prevention management plan for emergency responses and training programs to cultivate a highly qualified, safety-conscious staff.* Designed and implemented major environmental modifications to equipment, savin

g $130k and reducing volatile emissions by 14.5 tons.

Early Career ExperienceUnited States Air ForceAIRCRAFT MAINTENANCE SUPERINTENDENT LOGISTICS OPERATIONS SUPERINTENDENTQUALITY ASSURANCE SUPERINTENDENT AVIONICS SUPERINTENDENTAIRCRAFT PRODUCTION MANAGER AVIONICS SHOP MANAGERAVIONICS TECHNICIAN MAINTENANCE DATA ANALYST

* Saved $2.75M in recovered assets by implementing new aircraft parts control sy


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stems.* Increased data integrity 45% for four divisions by designing and implementingmanagement processes.* Drove downsizing process for the largest flight-line production unit in the Air Force, reducing the workforce by 250 and subsequently reorganizing departments, realigning responsibilities, and streamlining processes.* Led organizations selected as -Best in Air Force- in 1996, 1995; drove -Best in Command- status in 1992.* Achieved the rank of Chief Master Sergeant, held by only the top 2% of all AirForce personnel.

EDUCATION & TRAINING

Wilmington University - MASTER OF BUSINESS ADMINISTRATIONSouthern Illinois University - BACHELOR OF SCIENCE IN INDUSTRIAL TECHNOLOGYCommunity College of the Air Force - ASSOCIATE OF APPLIED SCIENCE IN AVIONICS SYSTEMS TECHNOLOGY

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