David P. Kerns

**** ********* **** *********, ** 40513 859-***-**** acxhcs@r.postjobfree.com

Senior Operations Manager

Strategic Direction Production Processes and Operations Expertise Business Leadership

Transformational leader, respected executive and result-focused professional with demonstrated success in leading the entire life cycle of responsibilities associated with the management of production operations and processes, with experience that spans Human Resources, Finance, Operations, and Lean Manufacturing.

Straight-forward and decisive with the wit, intelligence and experience to recognize opportunities for improvement, eliminate deficiencies and build strong consensus in favor of company goals.

Well versed in the principles and methodologies of continuous process improvement, capable of implementing changes in manufacturing approaches and incorporate lean manufacturing, Kaizen, and Kanban principles to drive measurable improvements in efficiency and productivity.

Highly skilled in assembling diverse leadership teams, recognizing talent and driving succession planning and bench-building strategies to position individuals and organizations for long-term, sustainable success.

Actively pursuing an Operations Management role with a world-class employer where visionary leadership, tactical planning, and proven success in delivering results will be held at a premium.

Leadership Attributes and Competencies

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–Effective Production Process Management

–Intelligent Project Resource Allocation

–Negotiating Contracts with Vendors

–Build, Lead and Inspire Teams

–Business Analysis/Process Improvement

–Integrity-Driven Management Style

–Build Consensus among Stakeholders

–Leading Interim Operations Leadership

–Expert in TPS Methodologies

–Skilled in Kaizen and Kanban Principles

–Turnaround Experience

–Securing Positive Labor Relations

P

rofessional History

2011 to 2016: Whitehall Group LLC, Troy, MI

Plant/General Manager

Fulfill a key role serving as a trusted advisor and consultant to manufacturers in a series of client engagements in interim leadership roles as Plant Manager and General Manager. Achieved a demonstrated record of success transforming underperforming operations and restoring quality and productivity to client processes. (I resided in Lexington, KY and traveled to these sites weekly or in some cases less often depending on the business needs.)

Consulting Assignments

Managed all Operations of the $35 million, forging and machining business with 190 associates as there Interim Plant Manager. The business was in a turnaround after losing over $12 million in sales. Business plan was to add back an additional $15 million in sales starting with M/Y 2017. Business was underperforming by over $5 million EBIT annually.

–As Operation Manager cleaned up balance sheet and assets not in use. Added weekly P&L along with spending by department. Receive audit results on time with less than five deficiencies which was a large improvement. Improve the IT firewall and back-up system while fully implementing PLEX software.

–Successfully reduce scrap by over $600,000 and change the management team from Japanese to American’s. Labor reduction of over $300,000 by reducing over-time and lean practices. Transportation O-T-D award from Honda for 92Ki. Quality trouble reports reduced by over 66%.

The team was able to procure new business from Toyota and additional business from Honda. Business plan for 93Ki was ahead of schedule.

Managed a metal tubing business for the braking system for two large OEM’s and a few smaller OEM’s as Interim Plant Manager. The product was critical and had to be 100% tested under pressure to assure no leaks as we added components to the tubes for the connectors.

-Reduce scrap, improved efficiency by forming teams of engineers, quality and supervisors to manage through P,D,C and A. The scrap was reduced by 23% and the efficiency was improved by 35%.

-Prepared and managed the budget from the P&L to the Balance Sheet along with Capital expenditures.

-Implemented 5S including shadow boards to each of the 35 cells.

Worked as a CI consultant for a large stamping company, with 5 large transfer presses and many welding cells.

-The goal was to review all procedures for quick die changes, review of scrap, safety processes and differences between each shift.

-Overall recommendations were written procedures which included the participation of the tool room personnel to be included along with the supervisor on each die change and to keep key data. We also went to a pull system for each of the weld cells as most of the customers volume was consistence and just needed to be evaluated and measures against customer’s releases.

Hired as Interim Plant Manager and charged with the challenge of rebuilding a PET Bottling Plant along with a senior management team from President down to my level to rebuild the Parent Company which was in bankruptcy. I was hired to run their most important Plant which was in the Atlanta area. It was a $55 million operation with great customers.

–Tasked with developing staff proficiencies and improving performance versus KPIs to achieve food-grade quality; improved the overall effectiveness of all manufacturing equipment throughout the plant, vetting individual machine suppliers and committing a $5MM investment towards upgrades and replacements. Most important task was to clean up a plant which was not feasible to make food grade bottles.

–Company was rebuilt and exited the bankruptcy with 150 days of going into bankruptcy and the closing of several of the 15 plants which they had in the US.

2004 to 2011: Trim Masters Inc., Nicholasville, KY

Plant/General Manager

Effectively managed all operations at the Nicholasville plant of this $1.2B manufacturer of complete seats, seat frames, door panels and injection-molded components for Toyota products. Exercised supervisory authority over a team of 8 direct reports encompassing an Engineering Manager, Manufacturing Manager, Continuous Improvement Manager, Maintenance Manager, Plant Controller, HR Manager, Production Control Manager, and Quality Manager. Successfully managed the production of completed seats and welded frames for multiple launches of the Camry and Avalon lines.

–Delivered exceptional results, securing 10% reductions in controllable costs for 5 consecutive years, driven by negotiations with suppliers to secure reduced pricing based on volume, while maintaining a PPM complaint rate at less than 15 for 6 years. Reduced safety incidents by 50% YOY for 6 years.

–Spearheaded the execution of company-wide cost savings programs that eliminated over $10MM in expenses over the course of a single year; exercised accountability for a broad range of finance and accounting functions, including P&L, KPIs, and a portion of the balance sheet.

–Achieved recognition with the JD Powers Quality Award for Seating for 7 consecutive years.

–Maintained strict compliance with the principles of the Toyota Production System (TPS), coordinating and leading TPS training for all new hires.

2002 to 2004: Whitehall Group LLC, Troy, MI

Manufacturing Operations Consultant

Executed multiple client engagements for manufacturing companies in periods of transition or instability, leveraging superior organizational expertise to deliver improvements in operational effectiveness, fiscal health, and efficiency.

–Interim Vice President of Operations, North America. Serve a key leadership role for a $400MM Tier 1 Automotive Integrator in Chapter 11 bankruptcy, with oversight of 5 production facilities. Maintained the continued flow of operations while the company complied with an SEC directive to divest the main parent company.

–Interim Director of North America Operations. Envisioned, developed, and deployed a turnaround strategy to achieve renewed stability for a large global chemical company, incorporating the closure of two of three operating sites to restore profitability.

Early Career

Senior Manager, Deloitte Consulting, Detroit, MI – Reviewed many Processes and Products for CI.

Vice President of Operations, Plastic Trim Incorporated, Bingham Farms, MI – Stamping, Roll Forming, Injection Molding and Extrusion Roll Forming.

General Manager, GDI Inc., Peru, IL – Stamping, Fin Forming, Shot Blast and Assembly.

Vice President and General Manager, Hawthorne Metal Company Inc., Royal Oak, MI – Stamping, Welding and Assembly.

Group Department Manager, Johnson Controls Inc., Greenfield, OH – Foam and Assembly.

Plant Manager, Kuhlman Plastic Group, Bristol, PA and Willowbrook, IL – Blow Molding and Assembly.

Plant Manager / Manufacturing Manager / Personnel Manager / Plant Controller, Masco Corporation, Spencer, WV – Stamping, Buffing, Plating, Painting, Roll Form and Assembly.

Education & Professional Affiliations

Bachelor of Business Administration in Finance and Business Law – Marshall University, Huntington, WV

Past Member, Bluegrass Automotive Manufacturing Association

Past Member, Jessamine County Manufacturing Association

Past Member, Asbury College Advisory Committee

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