Vice President of Manufacturing
Resume:
PAUL D. VANDERHEYDEN
Franklin, Massachusetts 02038
*************@*****.***
SUMMARY
Senior manufacturing executive with experience in medical devices, pharmaceuticals, consumer products, nonwoven material, and specialty paper. Managed domestic and international plants. Track record of improving business results through Six Sigma and Lean Manufacturing. Experienced in new plant start-up and production location transfers. Implemented high performance work systems in union and nonunion organizations.
EXPERIENCE
Covidien (Formerly Tyco International, Healthcare Division) 1999-2009
VICE PRESIDENT OF MANUFACTURING (2005-2009)
Senior Manufacturing Executive responsible for two domestic and four international manufacturing facilities producing Medical Devices. Combined cost of production of $300 million and 4,000 employees.
+ Improved results in customer service, cost, and productivity for the Division
+ Implemented Lean Manufacturing and Six Sigma Programs, surpassing cost saving targets.
+ Lead transfer of production of PCBA and Electronic Box Build from U.S. to Shanghai, China
+ Reduced injury rate by 25%. Total Incident Rate was lowered to World Class (OSHA Recordable Rate of 0.7).
SITE DIRECTOR (2003-2005)
Resident Manager for a chemical and packaging plant producing active pharmaceutical ingredients (API), stearates, and imaging agents. Cost of production $300 million and 1,000 employees. Given responsibility for four additional manufacturing facilities, including a 650 employee dosage plant and three chemical plants producing API for final 7 months.
+ Completed FDA Inspection with no 483 findings.
+ Improved customer service fill rates from 65% to 94%.
+ Implemented world class Six Sigma and Lean Manufacturing programs.
+ Improved yields, cycle times, and reliability for all major products.
+ Reorganized salary organization to reduce cost and improve customer service.
+ Reduced injuries by 50%.
PLANT MANAGER (1999-2003)
Resident Manager for a 450 employee manufacturing facility, with a $125 million operating budget. A converting plant producing adult incontinence products
+ Improved customer service fill rates from 70% to 99%.
+ Reduced Inventories from $6 million to $1.5 million.
+ Reduced Injuries by 75%.
+ Exceeded financial targets each year
Kimberly-Clark (Became Schweitzer-Mauduit) 1984-1999
MILL MANAGER (1994-1999)
Resident Manager for a unionized 500 employee manufacturing facility, with a $100 million operating budget. A specialty paper mill producing fine papers for the cigarette industry with six paper machines and flax pulp mill
+ Successfully negotiated a five year labor agreement.
+ Accomplished ISO 9001 Registration.
+ Successfully started up a new Paper Machine.
+ Improved productivity through organization restructuring and successful capital investment program.
+ Began cooperative process with union leadership to foster continuous improvement.
DIRECTOR OF OPERATIONS (2001-2004)
Responsible for two manufacturing facilities (California and Ohio), four remote distribution centers, division transportation, and division purchasing.
+ Improved division operating profit from $1million to $3 million.
+ Improved productivity by streamlining operations, utilizing contract warehousing, and improving up time.
+ Developed and implemented new envelope for FedEx by reducing a 3 step manufacturing process to one step.
+ Participated in negotiations to sell the division and coordinated the "Due Diligence" process.
MAINTENANCE MANAGER (1990-1991)
OPERATIONS MANAGER (1989-1990)
SENIOR PROJECT MANAGER (1988-1989)
OPERATIONS MANAGER (1985-1988)
Member of the Startup team for a “Greenfield” nonwoven material facility.
R & D PILOT PLANT MANAGER (1984-1985)
Procter and Gamble 1981-1984
PRODUCTION AND MAINTENANCE TEAM LEADER
United States Army 1977-1981
MAINTENANCE BATTERY COMMANDER
EDUCATION
MBA in General Business, Tulane University, New Orleans, Louisiana
BS in Chemical Engineering, Tulane University, New Orleans, Louisiana
Lean Leader, University of Kentucky
Six Sigma Blue Belt
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