Manager Customer Service

Paul W. Swaney III

***** ******* ***** **. ********, CA 92562 310-***-**** ****.*.******@*****.***

McKinsey Consultant ~ Lean Master ~ General Manager

Key Areas of Leadership & Expertise

Strategic Planning ~ Operations & Maintenance Management ~ Teambuilding & Leadership Quality Management ~ Process Improvements ~ Lean Manufacturing ~ Productivity & Profit Optimization ~ Training & Development ~ P&L Responsibility ~ BU accountability

Professional Experience

McKinsey & Company, Los Angeles, CA August 2012 to Current

Management Consulting Firm

Implementation Engagement Manager

Team leader of multiple consultant workstreams and large client transformation teams to:

1. Diagnose current state of end-to-end operations processes and provide valuation of improvement potential.

2. Design, recommend and plan future state operations processes including multiple scenario capture plans for EBIDTA

3. Execute implementation of designed future state and build capabilities of client team to ensure sustainability of embedded changes

Focus of current operating topics(not exhaustive)

Manufacturing optimization ~Lean (sigma) transformation ~ Supply Chain management (S&OP) ~ Due diligence / valuation ~ Distribution / network design ~ Quality management ~Operations strategy development

Recent engagement list (not exhaustive)

Pharma (Branded- solid dose)- Lean transformation and executive coaching- Service level improvement from 60% to 98% service level (case fill rate)

Pharma (Generics- solid & liquid dose)- Network design and implementation with Pharmaceutical company - 250MM USD in margin opportunities diagnosed

Pharma (Steriles)- Capacity diagnostic – 20% capacity improvement identified

CPG (paper)- Lean transformation – Multi-site (7) – 30-50% OEE improvements of all assets under transformation

OTC Pharma- Diagnostic & performance transformation – quality labs – 300% labor productivity improvement and 50% end-to-end cycle time reduction

OTC Pharma- Quality diagnostic and design- 80% labor productivity improvement

Total SA- Bostik, Inc, Temecula, CA October 2010 to August 2012

High mix, high volume consumer chemical plant and DC

Plant and DC General Manager- Temecula Manufacturing Plant

Manager of 3-shift, 6-day production operation that produces more than 60MM pounds of 200+ different SKUs utilizing 5 different production process paths & Distributing our products throughout the continental US and internationally Accountable for KPIs in the areas of safety, environmental, quality, productivity, $70 MM budget and customer service.

Representative Accomplishments

Initiated and Implemented Lean Manufacturing at site- Applied personally designed system of lean manufacturing (Cultural KaizenÓ) that is a hybrid of the Toyota Production System tailored to continuous process manufacturing

oImproved site throughput by 40% with minimal capital investment while reducing cost by 18%

oTrained lean leaders at site to help drive cultural change- front-line associates will be leading kaizen teams

oEmpowering front-line managers to implement Lean Manufacturing projects of their own (mini-kaizens). 15 projects complete already against a goal of 18 for the production supervisors.

Quality Management System Implementation- Deployed ISO 9001:2008 successfully

Coordinated with R&D to introduce and optimize new products in a timely manner to meet the market demands. 8 new deployments in 12 months

Amazon.com, New Castle DE October 2009 to October 2010

Fulfillment Center- Distribution center for multibillion dollar Ecommerce Company

Operations Manager

Accountable for the on-boarding, training and directing a team of 150+ associates and hold them accountable for metrics in the areas of safety, quality and productivity in multiple different distribution process paths. Responsible for performance management of associates in all respects including annual reviews.

Representative Accomplishments

Completed an automatic packaging system improvement project that reduced amount off wasted shipping consumables for amazon.com network by 2.5MM pieces resulting in a net cost savings of approximately $500,000.

Hand-selected in May 2010 for network wide project on eliminating a specific type of quality defect from all amazon.com sites. Net Result: 30% less defects network wide for that error type.

Led a continuous improvement team of 10 cross-functional members for weeklong ShingijutsuÓ KAIZEN blitz to redesign a specific process path at the distribution center. Results: Increased productivity by over 70% and throughput was nearly doubled

ConocoPhillips, Bayway Refinery, Linden NJ October 2005 to October 2009

Petro-chemical Plant operation that produces ~625M pounds of polypropylene annually, generating ~ $500M

Operations Manager

Direct team of up to 20 at 5 continuous process units (utilizing DOW’s UNIPOL process technology)- raw materials & purification, resin reaction, campaign extrusion, vent-gas recovery, and product distribution, with responsibility for meeting planned production targets with no negative environmental impact. Ensure personnel and equipment safety standards are met. Contribute to continuous improvement and ensure plant remains ISO9001 certified. Perform and report on scheduled audits.

Representative Accomplishments

Achieved injury-free operations, contributing to overall site goal of 0.33 recordable Injury rate.

Sprung from shift during last 3 weeks of assignment to expedite change management process for over 100 change records IAW process safety management constraints

Designed and formalized training programs, reducing qualifying time and improving union relations, including:

-Training program for new control room operations supervisors including authoring 400+ page manual.

-Operations training for QA Laboratory – training program for reaction area operators.

Streamlined multiple-unit operating SOPs, authored control center reference manual to insure ISO 9001:2008/FDA compliance, and optimized consistency of operations and quality across all shift teams.

Collaborate with engineering to rewrite production procedures for product changes, unit startups/ shutdowns, including product change process that reduced downtime by 50%.

United States Navy 1998 to 2005

Assistant Leading Petty Officer / Maintenance Supervisor/ Project Planner, Norfolk, VA (2003–2005)

Nuclear Reactor Operator, USS Montpelier, Norfolk, VA (1999–2003)

Education

Master of Business Administration

Western Governors University, Salt Lake City UT

BS Nuclear Engineering Technology

Thomas Edison State College, Trenton, NJ

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