To secure an upper management position with a team oriented company committed to continuous improvement where I will utilize my talents and experience to consistently raise the bar and exceed the company’s expectations.
Paul F. Hermeling
Objective To secure an upper management position with a team oriented company committed to continuous improvement where I will utilize my talents and experience to consistently raise the bar and exceed the company’s expectations.
Areas of Knowledge TPS ( Toyota Production System), JIT (Just In Time), 5S (Clean Work Environment), High performance self-directed work teams, Process Simplification, Cost Reduction, Certified Facilitator & Team Leader
Work experience 2008-2009 Mitsubishi Motors North America Normal, IL
Automobile Assembly Plant
Production Group Leader (Supervisor)
 Supervised production personnel in the F2 production area, installing Sunroofs in the Gallant, Eclipse and Endeavor and Convertible Tops in the Eclipse Spyder
 Set department records for three straight months in Quality and Defects/100 units
 Developed simpler and more comprehensive production reporting system resulting in more accurate tracking of production
 Developed foolproof tracking system to identify associate defects eliminating any question of accountability
 Wrote Work Instructions to accommodate changes in production rates and labor hours requirements
2007 Lightning Source Inc. LaVergne, TN
Digital Content Book Publishing and Manufacturing
Production Manager
 Responsible for all plant operations including production, quality, materials, maintenance, and shipping.
 Developed simpler and more comprehensive production reporting system resulting in more accurate tracking of production
 Conducted daily quality and safety communication meetings
2004 – 2007 Peterbilt Motor Company Nashville, TN
Class 8 Truck Assembly Plant
Manufacturing Supervisor
 Supervised production personnel in the Cab Dash, Cab Trim Start, Cab Trim Final, Sleeper Box Trim, and Hood Trim production areas.
 Directed to perform the duties and assume all responsibilities of the Trim Side Superintendent in the event of his absence
 Supervised hourly production workforce in the 2005 launch of the new dash in the Cab Dash department.
 Supervised specialized team to ensure 0-defect trucks were coming off the final assembly line before systems tests and final quality audit reducing truck hours and bringing the daily Quality Index to plant record lows.
 Increased productivity through participative management and encouraging employee involvement.
 Trained production personnel in assembly processes and quality audit system.
 Developed simpler and more comprehensive production reporting system resulting in more accurate tracking of production.
 Participated in various HIKE (High Impact Kaizen Event) programs.
 Conducted daily quality and safety communication meetings.
 Established crewing requirements for areas of responsibility to maximize production and efficiency.
2003 – 2004 Arkay Plastics Paris, IL
Tier 2 supplier of automotive interior components (injection molding)
Shift Supervisor
 Responsible for all Plant 2 operations on 3rd shift including production (injection molding), quality, materials, maintenance, and shipping.
 Trained production personnel in assembly processes and quality audit system.
 Established crewing requirements for areas of responsibility to maximize production and efficiency.
1997 – 2002 Schutt Sports Manufacturing Salem, IL
Manufactured protective athletic equipment (injection molding, assembly, and paint)
Manufacturing Superintendent
 Responsible for all aspects of plant operations on 2nd and 3rd shift with 8 direct reports and 165 employees in production, quality, maintenance, shipping, receiving, and human resources.
 Increased productivity through participative management, implementing Kaizen Teams and encouraging employee involvement
 Improved on-time performance by initiating daily production meetings that included all manufacturing and support departments.
 Achieved increase in uptime by improving maintenance response systems.
 Reduced employee turnover by establishing true open door policy, conducting daily and monthly communication meetings and implementing MBWA (Management by walking around) dedicating the majority of my day to shop floor activities, listening and coaching direct reports and hourly employees in their work areas.
 Reduced mold and color change downtime by implementing Kanban system in injection molding department
 Integral in the development of an entirely new system for inventory integrity and control resulting in the reduction of WIP inventories and related storage area requirements.
 Headed up the plant safety program ensuring employee compliance with company safety and security standards, employee involvement and developed and supplied employee incentive reward system which resulted in an improved safe workplace setting records for days without a lost time accident.
 Developed simpler and more comprehensive production reporting system resulting in more accurate tracking of production.
 Authored the schedule for the Human Resources Manager to implement a new vacation program.
1992 – 1997 Rockwell International / Cambridge Ind. Centralia, IL
Tier 1 supplier of automotive exterior body panels for large truck and high performance cars (SMC molding, assembly, paint, and finish).
Manufacturing Supervisor
 Increased productivity, efficiency, volume throughput, quality, and on time delivery with a reduction in personnel, supply costs, scrap, and the elimination of overtime by organized scheduling, improved work flow, process improvement and participative management, implementing and encouraging employee involvement.
 Developed prototype production models.
 Reset and designed production and gauging fixtures resulting in the near elimination of dimensional rejects by customer (Chrysler).
 Improved paint, finish, and inspection processes eliminating 95% of cosmetic rejects by customer (Chrysler).
 Trained customer personnel in post production dimensional processes.
 Utilized process mapping to redesign production line layout and reduce material handling
 Participated in contract negotiations as a member of the company team being one of the few requested by both the company and the union.
1980 – 1992 College Football Coach / Assistant Professor
West Virginia University, U.S. Naval Academy, Bethany College, Heidelberg College
 Held a variety of positions where I developed and implemented the offense
 Taught in the Health, Physical Education, and Recreation Department
Education
 1980 – 1982 West Virginia University Morgantown ,WV
Master of Science Management
 1976 – 1980 Depauw University Greencastle, IN
Bachelor of Science Education
 1974 – 1976 United States Naval Academy Annapolis, MD
Operations Analysis
References Tony Hopkins- *Asst. Plant Manager
Nathan Freeman- *General Superintendent
James Means- *Trim Side Superintendent
*Peterbilt Motor Company
430 Myatt Drive
Madison, TN 37115
615-865-8910
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