Paul J.

Nied
651-785-7136
trap25str8@hotmail.com

https://www.linkedin.com/in/paulnied
Operational excellence leader experienced at improving manufacturing and administrative operations through the
application of lean and quality-related tools. A leader, coach, and developer of people, guiding colleagues to
recognize and address problems and inefficiencies; i.e. "waste" in business processes.
Education:
Doctor of Business Administration
University of Phoenix (2011)
Master of Business Administration - General Management and Quality Management Concentration
Wayne State University, Detroit, Michigan (1997)
Bachelor of Science, Electrical Engineering Control Systems Concentration
University of Toledo, Toledo, Ohio (1988)
Work Experience:
Course Developer/Adjunct Instructor
University of Minnesota, Minneapolis, Minnesota

2012 Present

Developer and instructor of Sustainable Lean Manufacturing and Quality Engineering and Process Improvement.

Corporate Lean Manger

Donaldson Company Inc., Bloomington, Minnesota

2012 2015

Continued development and global deployment of the Donaldson Production System (DPS).

Led and facilitated the education of more than 250 employees on the concepts and tools associated with lean
manufacturing.
Led targeted, continual improvement activity resulting in more favorable DPS assessment scores.
Coached DPS site leaders globally so all achieve DPS certification.

Accelerated Product Development/Lean Manager

Donaldson Company Inc., Stevens Point, Wisconsin

2011 2012

Facilitated all manufacturing-level activities associated with the introduction of new products including organizing the
activities of sales, manufacturing, engineering, quality, and operations to ensure proper manufacturing readiness.
Location oversight for all lean manufacturing activities. Educated the work force through classroom-based and handson instruction on the concepts and tools of lean and quality.

Launched successfully multiple platform projects on schedule with zero customer rejects.
Led and facilitated the education of more than 130 employees on the concepts and tools associated with lean
manufacturing.

Operational Excellence Manager

Donaldson Company Inc., Stevens Point, Wisconsin

2005 2011

Operational Excellence Manager of a $140 million hydraulic and lube/fuel filter manufacturing plant.
Coordinated the plants activities in regard to sustaining a quality management and lean system based on ISO
9001:2000 & TS16949. Led and assisted with the implementation of Six Sigma including oversight responsibility
for all standing and ad hoc improvement teams, identifying needs and performing quality training, and serving as
liaison between the site and external customers on quality-related issues.

Championed the plants initial Six Sigma project that generated $172K in cost savings.
Developed salaried and supervisory staffs in Six Sigma and Lean techniques.
Implemented office 6S and obtained certification for direct reports in Lean and Six Sigma.
Led the plant management staff in policy deployment with strong emphasis on strategic planning.
Implemented a training and document management system to improve operator effectiveness.
Restructured and developed skill set of reporting department to fully utilize employees capabilities and
focus on process improvements.

Business Unit Quality Manager Cylinders

Eaton Corporation, Jackson, Michigan

2001 2005

Quality Manager of 3-site $50 million hydraulic and pneumatic cylinder manufacturing business. Coordinated the
activities at each site in regard to the implementation of a quality management system based on ISO 9001:2000 &
TS16949. Led and assisted with the implementation of Six Sigma. Led and assisted in the implementation and
maintenance of the Eaton Business System including oversight responsibility for all standing and ad hoc
improvement teams, identified needs and performed quality training, and served as liaison between the sites and
external customers on quality-related issues.

Championed and orchestrated the efforts of the three sites achieving ISO9001:2000 certification under
one certificate.
Championed the process of preparing the business unit for Eatons Business Excellence Assessment
(based upon Malcolm Baldridge criteria).
Led efforts of implementing a Quality Operating System (QOS) and improved business results - 90%
reduction in customer returns from defective equipment from 2002-2004, 77% reduction in the number of
units returned for warranty from 2002-2004, and an 88% improvement in response time to customer
complaints from 2002-2004.
Assisted the Senior Lean Coordinator with the implementation of various lean manufacturing tools.

Additional Information:
American Society for Quality, Senior Member Certified Manager of Operational Excellence, Certified Quality
Engineer
Certified Six Sigma Black Belt
Beta Gamma Sigma Inductee - National Scholastic Honor Society for Collegiate Schools of Business
Strengths Finder: Strategic, Learner, Analytical, Belief, and Futuristic