Walter J. Dernelle

*** ******* ** **

Cedar Rapids, IA 52403

H-319-***-****

C-319-***-****

abhrcc@r.postjobfree.com

OBJECTIVE

A Management Role with a progressive organization, ready to accelerate

their journey towards growth, Lean business, and superior returns.

SUMMARY

Senior Change Agent with over 30 years of hands-on operational experience

in Lean Manufacturing, engineering, sourcing, and plant management. An

innovative leader - providing strategy, direction, and execution in a wide

variety of global business situations. An expert in Policy / Strategy

Deployment (Hoshin Planning) A breakthrough thinker with a strong focus

on strategic and financial results via process-driven continuous

improvement. Excellent cross-cultural and cross-functional abilities,

with a keen and insightful approaches to complex goal achievement and

problem solving. A diverse career with proven competency in:

Strategic Planning and Development Policy / Strategy Deployment

(Hoshin Planning)

Multi Site / Multi Culture P&L Improvement Acquisition Integration

Lean Manufacturing / Lean Sigma Continuous Process Improvement

Training and Development Value Engineering and Cost

Reduction

Brown field turnarounds

Employment History

Contract Employee - Lean Conversion Leader

Pall Aerospace

10540 Ridge Road

New Port Richey, Fl

34654

4/2007 - Present

PASS Global Lean Conversion Manager

This position reports directly to the Vice President - Operations

of the Pall Advanced Separation Solutions division. In this position I am

directly responsible for leading the lean conversion of five design

centers. These centers design and procure filter systems for various

industries including Municipal Water, Food and Beverage, Fuels and

Chemicals and the Marine industry. In addition I am responsible for

training and driving Lean implementation at Pall facilities in Beijing

China and Tokyo, Japan.

. Directly responsible for leading the team in development of

comprehensive Value Streams.

. Directly responsible for leading training in Lean tools including

Transactional Process Improvement, Value Stream Mapping and Standard

work.

. Directly responsible for facilitating Kaizen events in all Pall

Advanced Separation Solutions design centers

. Lead the team at Pall China in reducing manufacturing cost's and past

due shipments by implementing Lean Manufacturing throughout the

facility.

. Results in Beijing include productivity improvement of 40%, floor

space reduction of 25%, past due shipments reduction from <$7MM to

less than one days shipment value. Led the implementation of all tools

needed for daily management including Heijunka (level loading) boxes

for daily planning.

Terex-Roadbuilding

Cedarapids Inc.

909 17th Street NE

Cedar Rapids, Iowa 52402

3/2006 - 2/2007

Director of Operations- Pavers

This position reported to the General Manager of the Asphalt

Division. In this position was responsible for the daily operations

including manufacturing, materials, planning and quality

. Had direct P&L responsibility for this manufacturing site with annual

sales of $35MM

. Led the team in reducing inventory from $12.6MM to $9.5MM by using

lean techniques such as Kanban, sequencing, flow, visual management

and vendor managed inventory. 2007 target is $6MM

. Worked with buyers and top 10 suppliers to implement pull systems with

their vendors.

. Led operations team in developing and implementing a plan to move from

a build to stock business model to a build to order model

Danaher Motion

125 Powder Forest Drive

Simsbury, CT 06070

2000-2005

Director Operations Improvement

2002-2005

In this position I was responsible for lean manufacturing

implementation, operations and plant consolidations and operation

turnaround and improvement centered on past due reduction and OTD

improvement.

. Led a lean manufacturing implementation team whose charter was to

improve the profitability of the Thomson Precision Ball Business with

sales of $9MM. The jumping off point was a negative OP and GP. First

year results GP of 22% and OP of 12%. 2005 pro forma expectation is a

GP of 38% and an OP of 28%. Reduced headcount from 93 to 18 and floor

space from 100,000 sq.ft. To 10,000 sq.ft.

. Led a lean manufacturing implementation team in the consolidation of

our Linear Bearing Assembly facility in Tijuana, Mexico into another

existing Thomson facility in Tijuana. Using value stream mapping and

various other lean tools the team was able to reduce floor space by

over 40%. In addition the team implemented one-piece flow and a

materials process driven by Kanban.

. As the Operations Manager of the Linear Bearing Components Division in

Saginaw Michigan led the operations team in driving past due shipments

from $1.88MM to $150K by developing daily management process's and KPI

measurements and implementing standard work and Kanban.

. As the Operations Manager of the Thomson 60 Case Business in Tijuana,

Mexico drove the past due of specially machined shafts from $385K to

$15K by implementing processes to understand demand and improve

capacity and delivery. Improved output by 80% and drove lead-time from

8+ weeks to < 2 weeks.

Director of Operations- Superior Electric Plant-Danaher Motion,

Bristol, CT

2000-2001

. Had direct P&L responsibility for this manufacturing site.

. Led the manufacturing team in driving past due from $1.4MM to $200K in

4 months.

. Led the drive to implement lean manufacturing by driving the use of

lean tools such as standard work and Kanban

. Drove lead times from 16 weeks to 4 weeks for nonstandard product and

2 weeks for standard product.

. Led a transition team in the relocation of operations from Bristol CT

to Juarez, Mexico.

AMF Bakery Systems

2115 West Laburnum Ave

Richmond, VA, 23227

Integration Manager

1999 - 2000

. Led an integration team in the shut down transfer and integration of a

$16 manufacturing operation from Chicago, IL. To our manufacturing

facilities in Richmond, Va. and Sherbrooke, Quebec, Canada.

. Identified, trained and managed a team that developed, introduced and

implemented lean manufacturing using the Toyota Production System

model of lean manufacturing using 5S, Visual Management, Kaizen and

Policy Deployment in 3 manufacturing facilities.

. Implemented a training program in Kaizen, Standard Work, 5s, Visual

Management and Policy Deployment

AMF Bowling Products

8100 AMF Dr.

Richmond, VA, 23111

1993-1999

Manufacturing Manager- HPL Lanes and Century Lane Care Equipment 12/98-

9/99

Director of Operations - KOAM Bowling Products, Seoul South Korea -2/98-

12/98

Manufacturing Manager - Automatic Scoring and HPL Lanes -1/97-2/98.

Manufacturing Manager - Capital Equipment Division - 12/93- 1/97

Project Manager - Capital Equipment Division- 3/93-12-93

Shelcore Toys

4489 Carolina Ave

Richmond, VA 23222

Production Manager

3/92-11/92

Perception Inc

1110 Powdersville Rd

Easley, SC, 29640

Production Manager

3/90-2/92

Rotocast Plastic Products

Hamilton St

Bossier City, LA

Manufacturing Manager

2/84-12/89

Mattel Toys

Edison, NJ

Manufacturing Engineer

11/80-2/84

Stanley Tools

Newark, NJ

Industrial Engineer

3/77-10/80

Education - Industrial Engineering Major - Newark College of Engineering

Married, one child.

References upon request.

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