Greg Kern

**** **** ****** *** ********* 317-***-****

Carmel In 46033 Cell 317-***-****

aczoo4@r.postjobfree.com

Proven and accomplished manager of manufacturing operations including multi-site facilities. I have strong experience in both high-volume manufacturing as well as lower volume Industrial manufacturing that includes serving the distribution market. I maintain a strong focus on financial objectives with a primary focus on cost control, working capital and managing cash flow.

Specialties: Developing and implementing overall business strategies that drive continuous improvement to the bottom line utilizing the lean principles. Hands on management style at all levels of the organization to build an overall strong team environment

I have experience and success in both union and non-union environments.

PROFESSIONAL EXPERIENCE:

Stant Corporation July 2015 March 2016

Plant Manager

Operational performance in a UAW plant. Integrated plant in Romulus MI to Connersville more than doubling the manpower and physical assets. Primary focus on safety and training to insure quality integrity for a seamless transition while maintaining operational performance.

Accuride Corporation March 2011 – April 2015

Imperial Division April 2012 to April 2015

Vice President and General Manager of Imperial Group

A diversified multi-site fabrication company that primarily serves the heavy truck industry with the focus on class 8 trucks and bus transportation. This includes small lot size aftermarket requirements on a specialty basis.

Responsible for all aspects of the division reporting directly to the CEO and an active member of the Executive Committee.

Gunite Division March 2011 – April 2012

Director of Operations

Full operational responsibility for this multi-site operations located in Rockford Illinois and Elkhart Indiana. Gunite is a leading manufacturer of Heavy Truck brake drums and slack adjusters. Rockford is a 670,000 sq.ft. operation that includes foundry, machining and assembly. Elkhart is a 240,000 sq. ft. operation focused on machining. Annual revenue for the group is approximately $200 mil. with 640 employees. This was a distressed operation requiring hands on day to day leadership. The primary objective is to reestablish the infrastructure and operational performance.

Lake Erie Products Special Fasteners July 2007 to January 2011

Frankfort, IN

President (four years)

An $80 + mil manufacturing business serving the industrial, automotive and distribution markets.

Responsible for full profit and loss management of this 275-person, two facility site which includes Engineering, Human Resources, Operations, Sales and Marketing, Finance, Quality, IT, and Purchasing.

Business was purchased by a privately held global fastener company in February of 2007 to compliment its core business and establish a North American presence. The business was very distressed and much work, investment and staff assignments have taken place to rebuild competencies and regain its place in the marketplace. The 2009 economic downturn further complicated the recovery and I restructured the organization resulting in a 40% reduction in the workforce, significant reduction of fixed cost, and a reduction of working capital by over $6 mil significantly increasing our cash flow. In 2010 as we saw some recovery I maintained the lean structure, increased manufacturing efficiencies, negotiated surcharge recovery and held hard on our variable costs. This resulted in a year over year increase of profit by over $6 mil.

At the time of the purchase the plant was organized by the United Steel workers. In November of 2008 the union was successfully decertified.

GKN Sinter Metals 2000 to 2007

Milwaukee, WI

Vice President Operations (one year)

Same as below with the addition of the 5 Tool shops in the North America. Given additional responsibility to develop our Tool Shop Strategy for the Americas so that we are able to support the business growth for this region and position ourselves to meet the 2011 objectives. Key to this strategy was aligning our current tool shops to focus on the various segments of our business (large, medium and small), keeping our best technology sensitive tools inside our own tool shops, optimizing capacity to assure that we remain competitive and transferring world-class European technology to the Americas.

Vice President of Powertrain Operations (two years)

North American operations were realigned in March of 2005 eliminating one VP of Ops for North America. In my new assignment I maintained responsibility of 5 Wisconsin locations ($90 mil in sales) plus an additional plant in Salem Indiana ($52 mil sales), a Tool Shop in Indianapolis Indiana ($3.5 mil), and a plant in St. Thomas Ontario Canada ($35 mil). 2005 group revenue of $180 mil grew to over $211 mil in 2007.

Vice President of Operations (three years)

Full operational responsibility for a multi-site (7) plant-manufacturing group. Two manufacturing locations were added to Wisconsin responsibility. 1) Worcester MA 300+ unionized facility with revenue of over $30 million. This facility was acquired in January of 2001. Assigned the responsibility of integrating the operations into mainstream GKN. Included fairly extensive restructuring to align cost structure and drive operational performance. 2) Conover North Carolina, small operation dedicated to producing aluminum components. Sales of $6 million with growth to exceeded $25 million by 2007.

Vice President of Manufacturing (two years)

Manager of a multi-site (5) manufacturing locations in Wisconsin producing components for the automotive (OE’s and tier one suppliers), Industrial and Lawn and Garden markets. Responsible for all manufacturing functions including P & L. $90 mil in annual revenue. The primary site was in a turn around situation. Three new fully automated lines were added in the last 2 years with over $17 million in investment including building expansion.

DANA CORPORATION 1971 to 2000

GRESEN HYDRAULICS DIVISION

Minneapolis, MN

Plant Manager (four years)

Manager of this $60 million, 400 employee stand alone manufacturing and assembly facility. Products were directional control valves and other hydraulic components for a variety of industrial and commercial customers, including John Deere, Caterpillar, and JI Case. Plant was approximately 60% OE and 40% distribution/aftermarket with several thousand part numbers.

Promoted to this facility to gain further P&L responsibility and product diversification. This plant was in some difficulty in 1996 and required the reorganization and change of several members of the plant management staff. Charged with correcting operational issues that negatively affected production, profit and morale. Directed all aspects of the business including Sales, Engineering, Purchasing, Manufacturing, Testing, Quality, Accounting and Human Resources. Participated in the 1997 contract negotiations for this unionized facility. Over $1million in cost savings implemented. Improved plant return on sales by over 50% since 1996. Comprehensively monitored shop floor activity.

SPICER AXLE DIVISION

Virginia and Indiana

Plant Manager (three years)

Managed total performance of this $450 million stand-alone organization. This non-union assembly facility employs over 300 people supplying axles on a JIT basis to Chrysler, General Motors, and Ford. Achieved less than 50 PPM in 1995 with a 30% increase in business and building expansion. This plant was an Industry Week Finalist for Top Plants in 1995.

Area Manager (one year)

Supervised 325 employees in this UAW union facility. This plant was primarily an internal component supplier to Dana and a non-driving front axle supplier to Ford and Chrysler. Received extensive training in the Ford Kaizen Blitz program. Served as catalyst in the plant’s effort to rearrange layout, processes, and departments to increase flow and output, resulting in a 30% increase in throughput. Chaired meetings on a daily basis with labor and management to instill a lean manufacturing vision within the workforce.

Manufacturing Manager (1 year)

Motivated 300 employees of this $450 million non-union facility producing axle assemblies. Provided leadership for production, maintenance, capital assets, process engineering, and material management. Plant achieved Q1 certification in 1990, TFE in 1991, and Chrysler Quality Excellence in 1992. This facility also received the Virginia Quality and Productivity award in 1992

Originally promoted to this start up plant as the Production Manager. Served as a member of the start-up team for this Greenfield facility, including start up and layout for six high volume assembly lines.

General Foreman (1 year)

Managed 20 supervisors, 6 process engineers, and 600 hourly employees on a three-shift operation assembling automotive axles within this 1.5 million square feet, 2800 employee, AIW (Allied Industrial Worker’s) union environment.

Began learning and training with lean manufacturing, including waste elimination, throughput, set-up reduction, JIT, and SPC as part of Dana Corporation’s Excellence in Manufacturing Training Program.

EDUCATION:

Oakland Community College, Detroit, MI. Associate’s degree in Manufacturing Technology, through Dana University.

Bryan College, Dayton, TN. General studies.

OTHER:

Dana’s World Class Management Program, an intensive four-week training program. Certified Supervisor through Dana University.

Virginia Senate Productivity and Quality Award, 1992.

Industry Week Top 25 Plant of the Year, 1995.

Business Man of the Year, Lexington-Rockbridge Chamber of Commerce, 1996.

Board member Virginia Senate Productivity and Quality Award Council, 1993 to 1996.

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