Manager Management

ROGER D. HEBERT **** Gladehill Drive • Kingwood, TX 77345

www.linkedin.com/in/1rogerhebert 832-***-**** • ************@*****.*** OPERATIONS – CONTINUOUS IMPROVEMENT – BUSINESS LEADERSHIP Driven, hands-on Operations and Continuous Improvement Leader with a recognized track record of achieving results and driving organizational success. Consistently implements effective strategies across operational areas including material procurement, production, scheduling, supply chain management, logistics, and loss prevention. Demonstrated ability to motivate an organization to pursue excellence while developing a strong safety culture. Operations Management • Supply Chain • Logistics • Safety • Inventory Management Multi-Site Leadership • Growth Integration • Strategy Deployment • Continuous Improvement Team Building • Project Management • Lean Six Sigma • SOX Compliance • FCPA Compliance PROFESSIONAL EXPERIENCE

Forum Energy Technologies, Houston, Texas

Sr. Facilities / Distributions Manager 2013-2015

Responsible for 600,000 square foot distribution and production facility including five distinct divisions. Oversight of (7) area managers and (150+) frontline employees.

KEY ACCOMPLISHMENTS

Created safety culture resulting in eight hundred zero incident days.

Designed and executed infrastructure projects: ERP applications, security surveillance, perimeter traffic controls (300K).

Implemented Barcode / Radio Frequency Identification (RFID) for asset management and control resulting in a 200% reduction of overage, shortages and deficiencies (OS&D).

Implemented Sarbanes-Oxley (SOX) compliant vendor qualification process resulting in an immediate annual savings of

$3 million.

Mandated strict compliance to Foreign Corrupt Practices Act (FCPA) requirements including vetting of all third/fourth party logistics (3PL /4PL) providers.

Instrumental in optimization of global in/outbound product flow through multiple regional distribution centers and field locations.

Reduced inventory by 20% through identification and disposition of slow moving/obsolete materials.

Developed detailed process flow for all functional areas of operations, resulting in sustained improvements of (28%); 98.3% inventory accuracy ($44 million), on-time delivery of 98.5%, with an increased order efficiency cycle time.

Implemented stocking strategy delivering both a 300% increase in storage capacity and a 50% reduction of fork truck usage/leases saving $82,000 annually.

Space management initiative facilitated the consolidation of Subsea operations to the master distribution facility (MDC) resulting in a capital property lease savings of $490,000 annually.

Instituted Lean Six Sigma Methodology and Lean Visual Management resulting in an organizational model master distribution facility (MDC) facility. Coordinated and conducted executive investor relation tours of same. BAKER HUGHES HTC, Houston, Texas

Sr. Production / Project Manager 2010-2013

Responsible for manufacturing process improvement projects ranging from procurement, materials management, logistics customer service, production, and distribution for eight product lines. Contributor team member with responsibility for real estate development, renovation, and architectural design standards. KEY ACCOMPLISHMENTS

Vetted third/fourth party logistics (3PL /4PL) vendors bidding on Houston Distribution Center outsourcing.

Project management team member, led by Kimio Nagata (Shingijutsu, USA Corporation) for multiple Kaizen projects sponsored by BHI executive staff.

Optimization of quality assurance, shipping, receiving, and production areas resulting 200,000 square foot availability to expand rotor turning operations, generating an additional $2 million in monthly revenue.

Eliminated multimillion dollars of obsolescent inventory by applying Lean Six Sigma processes.

Team member on Houston Technology Center (HTC) plant separation project tasked with stabilization of SAP field / production demand messages. Reduced demand messaging from 10k to 3K monthly.

Established a new organizational demand output with six record months shipping revenue ($70 million monthly) and a 50% increase of on-time deliveries (OTD).

Reduced lead time by 200% for material delivery requested by manufacturing / production. Improvements were delivered by process improvement efficiencies with no increase to headcount. Inventory / Warehouse Manager

Developed plant processes for the implementation of “Product Batch Management” in SAP, minimizing $1 million dollars of aged material inventory.

Roger D Hebert, Page 2

BAKER HUGHES HTC, Houston, Texas (continued)

Refurbished 100,000 square foot warehouse applying Lean Six Sigma Methodology resulting in a 300% increase in raw material storage capacity and $350,000 savings in unnecessary expansion.

Applied Lean Six Sigma principles in redesign of 120,000 square foot bulk-drum storage area resulting in significantly increased inventory accuracy and workforce efficiency.

Implemented first-in, first-out (FIFO) process reducing aged product and disposal cost of approximately $500,000 annually.

Created individual employee production / error tracking metric delivering immediate results, reducing domestic/export shipping errors from 30 to less than three per month with sustainment.

Delivered cost savings of $200K quarterly, increased customer satisfaction with an OTD improvements. MEMC PASADENA, Pasadena, Texas

Materials Manager 2007-2009

Provided independent consultation and evaluation of third party logistics (3PL) warehouse contractor performance and proposed facility expansion.

KEY ACCOMPLISHMENTS

Developed procedures for material procurement through consumption utilizing strict on-time delivery (OTD) practices.

Implemented SAP as the procurement, scheduling and materials management stand-alone system. Initiated efficient us of SAP (MRP / WMS) through updated vendor order, reservation, barcoding and inventory comment text.

Decreased monthly rush delivery expenses from $21,000 to $2,000 through enhanced inventory accuracy.

Rejected proposed $500,000 warehouse expansion, opting instead to restructure existing storage and implement effective procurement strategies.

Reduced loss aging by $90,000 annually through implementation of first-in, first-out (FIFO) process of specialty consignment parts valued at $5 million.

Established new air shipment transportation processes to five countries and fourteen stateside operations resulting in a 100% increase of shipments and $850 million increase in annual revenue.

Innovative thinking in the recovery of residual product resulted in an additional annual revenue of $1.3 million.

Conducted an independent assessment of substandard performing warehousing contractor and evaluated procurement, scheduling and warehouse management operations resulting in the replacement of the 3PL provider. EXEL TRANSPORTATION & LOGISTICS, Houston, Texas

ExxonMobil, Operations Site Manager 2004 -2007

Managed all aspects of ExxonMobil rail and over the road trucking (OTR) including oversight of (75) multisite coordinators, accounting operations and client relations.

KEY ACCOMPLISHMENTS

Facilitated rail and truck transportation operations and managed client relationships for (15) ExxonMobil sites.

Developed standardization of processes throughout network, consolidated LTL and implemented drop lot and detention reduction programs resulting in annual savings of $565K.

Coordinated domestic and international rail carriers to optimize operations of 5,000 rail car assets, increasing efficiency and exchange tracking between railroad companies.

Monitored freight expenses (SAP) through active audit of 160K invoices annually.

Delivered client performance reviews of truck carrier portfolios and implemented a continuous improvement culture with our third party logistics (3PL) vendors.

UNITED STATES MARINE CORPS, Kaneohe Bay Marine Base, Hawaii Division Chief - Support Equipment Asset Manager 1986-2000 KEY ACCOMPLISHMENTS

Procurement of support equipment assets for the organizational and intermediate levels of maintenance for aviation wing operations.

Ensured inventory of materials needed to maintain and repair approximately military (100) aircraft worldwide.

Coordinated asset acquisition and disposal of 50K item physical inventory and 100K items additional networks and globally located military bases.

Implemented rework of programs for scheduling, metrology, calibration of tools, and specialty equipment with management oversight of assets valued at $400-$500 million.

EDUCATION & CERTIFICATIONS

BA Psychology, Lamar University – Beaumont, TX

Lean Six Sigma Black Belt, Baker Hughes

Transportation Worker Identification Credential (TWIC), Department of Homeland Security Emergency Management Incident Commander

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