Customer Service Supply Chain

David Pariseau

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**** * *** ** *, Bixby, OK ***08

www.linkedin.com/in/davepariseau 281-***-**** (Cell) ****.********@*****.***

International Operations Executive with proven leadership in developing and implementing wide-scale organizational

improvement initiatives, successful management of profit and loss objectives, and demonstrated hands-on Lean Six Sigma

leadership in the Toyota Production System (TPS) and Shingijutsu methodologies. Expert at installing lean process

improvements, developing quality supplier partners, building high performance teams, improving productivity quality and

safety, constructing new facilities, and integrating acquired facilities to generate sustainable revenue and EBITDA gains.

Demonstrated track record of successfully implementing Lean Six Sigma into operations, manufacturing, and supply chain

processes and driving significant improvements in:

- Increasing throughput without increases in floor space or headcount, improving on-time delivery (OTD), reducing lead

time, reducing cost, improving productivity, improving product quality, and improving safety performance

- Increasing inventory utilization and turnover, reducing material cost, improving supplier OTD, reducing supplier lead

time, and improving supplier quality

- Improving the customer experience by implementing integrated sales and operations planning processes that ensure

available operations capacity and product availability to meet changing customer demand

Master of Business Administration Operations Management New Hampshire College, Manchester, NH

Bachelor of Science Chemistry State University of New York, Albany, NY

PROFESSIONAL EXPERIENCE

2010 – 2014

TD W ILLIAMSON INC, Tulsa, OK

Vice President, Global Manufacturing and Supply Chain

Led all aspects of customer service, engineering (design, sustaining, and manufacturing), production, supply chain, quality,

and logistics for 15 product lines at 5 manufacturing plants located in 4 countries (USA, Belgium, Italy, India) for a $700M

company. Hold full P&L accountability for leading the world-wide manufacturing and supply chain with a $60M operating

budget, $100M material spend, and 500 employees. Led successful greenfield startup in India.

Drove implementation of lean manufacturing approach in production and supply chain operations including pull

cellular manufacturing, Heijunka, and Kanban with visual process controls to improve product quality, productivity, on-

time delivery, and reduce lead time, inventory, and product cost. Improved manufacturing throughput by 50%,

increased productivity by 20%, reduced manufacturing lead time by 25% and manufacturing cost per hour by 15% to

drive product revenue improvement from $240M to $400M and improving overall product margins by 2%.

Implemented a strategic sourcing/supplier partnership strategy focused on commercially innovative, lean process

control oriented suppliers that improved purchased part quality by 65% and supplier OTD by 25% and reduced

supplier lead time by 50% and material costs by $2.5M annually.

Implemented Sales and Operations Planning process to align demand and supply, improving inventory turns by 28%.

Implemented risk reduction based safety strategy focused on engineering safety into the manufacturing process to

reduce manufacturing TRIR by 50% annually.

Implemented APQP quality methodology to the development, materials, and production processes to drive product

quality improvements, reducing product escapes by 75% and product non-conformances by 55%.

1994 – 2010

BAKER HUGHES CORPORATION, Houston, TX

Vice President, Manufacturing/Supply Chain, Eastern Hemisphere, Baker Hughes (2009-2010)

Directed all manufacturing and supply chain operations for 37 product lines at 15 manufacturing plants located in 8 countries

(UK, Germany, Russia, Saudi Arabia, Dubai, Singapore, Thailand, China) for $22B corporation. Accountable for all P&L

aspects of manufacturing and supply chain in the Eastern Hemisphere with $170M operating budget and 2,200 employees.

Led successful greenfield startups in Russia and Dubai and acquisition integrations in Thailand and China.

Began implementation of lean manufacturing strategy to revise production processes to improve product quality,

productivity, on-time delivery, and reduce lead time, inventory, and product costs.

Implemented acquisition and expansion strategy to increase capacity and capability in EH. Developed and executed

projects to increase manufacturing and supply chain footprint in 7 countries (Angola, Nigeria, India, Singapore,

Malaysia, Thailand, Russia).

Developed and implemented strategic sourcing strategy to define make versus buy decision and developing new

supplier base (India, China, Thailand, Singapore, Malaysia, Vietnam) to drive reduced manufacturing costs.

Vice President, Manufacturing/Supply Chain, Hughes Christensen Company (2006 – 2009)

Led engineering, manufacturing, supply chain, and quality for 3 product lines at 9 manufacturing plants and 9 remanufacturing

plants located in 8 countries (USA, Canada, UK, Germany, Saudi Arabia, Venezuela, Brazil, Argentina) for a $1.2B company

with full P&L accountability for $110M operating budget, $300M materials spend, and 1,000 employees. Led successful

greenfield startup in Brazil.

Directed implementation of lean manufacturing principles including pull cellular manufacturing, Heijunka, Kanban, and

visual process controls along with self-directed work teams to revise production and supply chain operations to

improve product quality, productivity, on-time delivery, and reduce lead time, inventory, and product cost. Achieved

Six Sigma part quality and on-time delivery at multiple operations. Increased productivity by 18% and reduced

manufacturing lead time by 20% and cost per hour by 25% to drive product revenue improvement from $750M to

$1.2B and improving overall product margins by 1%.

Implemented supplier Kanban strategy coupled with APQP quality methodology to improve purchased part quality and

supplier OTD, and reduce supplier lead time and cost. Achieved Six Sigma supplier OTD for numerous suppliers and

reduced supplier returns by 35%, supplier lead time to near zero, and overall purchasing costs by 8%.

Implemented risk based safety strategy focused on engineering safety into the manufacturing process. Reduced

manufacturing TRIR by 80% to world class level.

Director, Worldwide Diamond Bit Manufacturing, Hughes Christensen Company (2004 – 2006)

Accountable for manufacturing and quality of 2 product lines at 6 manufacturing and 9 remanufacturing plants located in 7

countries (USA, Canada, UK, Germany, Saudi Arabia, Venezuela, Argentina) with $400M in product sales. Responsible for

developing/directing/ leading all aspects of production with P&L responsibility for a $50M operating budget and 400

employees. Led successful greenfield startup in Saudi Arabia.

Introduced lean manufacturing and Toyota Production System/Shingijutsu based methodologies focused on

uninterrupted, non-reversing product flow with production floor materials availability and visual process controls

coupled with self directed work teams to revise production operations to improve product quality, productivity, on-time

delivery, and throughput, and reduce lead time, inventory, and product cost. Achieved Six Sigma part quality and on-

time delivery at most operations while doubling throughput and productivity and lowering manufacturing cost per hour

by 20%, supporting product revenue improvement from $200M to $400M and a 5% improvement in product margins.

Re-engineered manufacturing process to reduce inherent process risk to drive safety improvement, reducing TRIR by

95% to world class level.

Director, Materials, Hughes Christensen Company (1999-2004)

Responsible for global purchasing, supplier development, materials, inventory, and logistics support for 7 manufacturing and 9

remanufacturing facilities in 6 countries (USA, Canada, UK, Germany, Venezuela, Argentina). Responsible for developing all

aspects of material requirements forecasting, procurement strategy/execution, inventory/distribution/logistics management,

and supplier relationships. Managed worldwide supplier base and distribution system for $250M procurement spend and $5M

in inventory with P&L responsibilities.

Implemented Sales and Operations Planning, improved forecasting methodologies, streamlined procurement

process, introduced Strategic Sourcing, supplier partnering, and Kanban stocking strategies, and enhanced inventory

management techniques. Implemented shop floor Kanban stocking strategies to reduce inventory by 90% and

personnel requirements by 25%. Reduced total inventory by $18M and procurement/material costs by $10M annually

while increasing overall annual inventory turns to 52.

Strategic Systems Manager, Baker Hughes INTEQ (1998 – 1999)

Led the implementation of SAP ERP/APO and i2 Technologies supply chain/manufacturing planning system at two

manufacturing facilities for $7B company.

Responsible for forming team, developing and executing implementation and support plans, designing and

implementing new processes, developing and establishing performance metrics, developing and implementing

training programs, directing technical staff, and overcoming organizational and procedural barriers. Managed $10M

project budget and implemented both projects on time and 10% under budget.

Manufacturing Planning Manager, Baker Hughes INTEQ (1996 – 1998)

Responsible for material and capacity planning for a large machining and electronics assembly manufacturing facility.

Responsible for planning and executing material purchasing ($100M per year) and manufacturing output ($180M per year).

Managed 3 warehouses with $30 million in inventory.

Implemented Sales and Operations Planning, Master Production Scheduling, and a flexible planning approach and

enhanced process discipline to increase on time delivery by 40 percentage points, reduce WIP by 85 percent, and

reduce overall inventory by 50 percent.

Introduced and implemented an on-site supplier partnering concept that reduced procurement costs by $7M.

Introduced improved cycle count technique and improved inventory accuracy by 10 percent to 98 percent.

EARLY POSITIONS INCLUDED:

Inventory Manager (1995 - 1996) Chemical Engineer (1994-1995) Materials and Logistics Manager (1987-1994)

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