About
I help manufacturing organizations transform performance by aligning strategy…
Articles by David O.
-
Continuous Improvement Is Not a Program—It's the Result of Organizational Alignment
Continuous Improvement Is Not a Program—It's the Result of Organizational Alignment
Most organizations say they want a culture of continuous improvement. Very few actually create one.
1 Comment -
The OEE Trap: How the Wrong Metric Can Quietly Break a Manufacturing Operation
The OEE Trap: How the Wrong Metric Can Quietly Break a Manufacturing Operation
When OEE Becomes the Goal, Not the Tool I’ve worked in several manufacturing plants where Overall Equipment…
1 Comment -
🧭 Can Standardized Work Overcome Tribal Knowledge?
🧭 Can Standardized Work Overcome Tribal Knowledge?
In a bustling manufacturing plant, a veteran technician adjusts a machine with a flick of the wrist—no manual, no…
1 Comment -
Is there ever a good reason not to perform preventative maintenance?
Is there ever a good reason not to perform preventative maintenance?
After more than 30 years of working in nearly every type of automotive manufacturing facility, I think I’ve heard every…
-
When the Plant Manager Isn’t on Board: The Hidden Cost to Continuous Improvement
When the Plant Manager Isn’t on Board: The Hidden Cost to Continuous Improvement
Continuous Improvement (CI) is more than a toolkit—it’s a mindset. It thrives in environments where leadership models…
-
The Convergence of Continuous Improvement and AI: Manufacturing’s New Frontier.
The Convergence of Continuous Improvement and AI: Manufacturing’s New Frontier.
In 2025, manufacturing is undergoing a profound transformation. The convergence of Continuous Improvement (CI)…
1 Comment -
You Are Greater Than You Think
You Are Greater Than You Think
You Are Greater Than You Think It has been said that we set goals that our mind believes we can achieve. What if you…
-
Just A Small Shift Can Make All The Difference
Just A Small Shift Can Make All The Difference
I love getting feedback like this from my clients. I am a Realtor in Northeast Michigan.
Activity
655 followers
-
David O. Bernard shared thisWhat if continuous improvement isn't the goal? What if it's simply the outcome of an organization that is properly aligned? That's the central idea behind the management philosophy I've been developing to better connect leadership, strategy, operations, maintenance, performance metrics, and culture into a single enterprise operating system. This article is the first introduction of this system, and I'd appreciate your thoughts as I begin sharing the philosophy behind it.Continuous Improvement Is Not a Program—It's the Result of Organizational AlignmentContinuous Improvement Is Not a Program—It's the Result of Organizational Alignment
-
David O. Bernard reposted thisWe're looking for an Accountant to join our Finance team! Apply below or send me a message :)
-
David O. Bernard shared thisMost manufacturing organizations treat OEE as the scoreboard. That’s a mistake. In this article, I break down the disconnect between OEE and real business performance—and outline a more effective way to align operations with EBITDA, throughput, and value creation.The OEE Trap: How the Wrong Metric Can Quietly Break a Manufacturing OperationThe OEE Trap: How the Wrong Metric Can Quietly Break a Manufacturing Operation
-
David O. Bernard shared thisJust finished "Coaching for Continuous Improvement" by Tina Agustiady! Check it out: https://lnkd.in/egrqHBD9 #continuousimprovement, #employeecoaching.
-
David O. Bernard shared thisCorporate mergers shake every part of a manufacturing organization. Systems change, reporting shifts, new leaders arrive, and familiar processes disappear overnight. Even the most experienced people suddenly feel like they’re starting a brand‑new job. And that’s exactly why Continuous Improvement (CI) cannot pause during a merger — it must accelerate. Here’s why: 1️⃣ Mergers create a “new job” experience for everyone New systems. New KPIs. New leaders. New expectations. Veterans with 20 years of experience can feel like new hires on Day One. CI gives teams the structure they need to relearn workflows, rebuild standards, and regain confidence quickly. 2️⃣ CI becomes the common language between two cultures Legacy practices collide in a merger. CI provides the shared playbook — clear problem‑solving, aligned expectations, and data‑driven decisions — so integration doesn’t become a tug‑of‑war. 3️⃣ Corporate systems don’t always fit every plant During mergers, standardization is pushed hard… sometimes too hard. Not all plants run the same product mix, have the same constraints, or can absorb the same digital tools. CI gives site leaders the evidence to say: “Here’s what works, here’s what doesn’t, and here’s the data to prove it.” It protects local performance when corporate assumptions miss real‑world challenges. 4️⃣ Everyone learns the new company together A merger is the closest thing to hiring an entire workforce at once. CI becomes the onboarding system — providing clarity, structure, and consistency as teams navigate the unknown. 5️⃣ CI stabilizes performance faster than anything else Daily coaching, PDCA cycles, visual controls, and updated standard work turn merger chaos into predictable operations. CI shortens the learning curve and speeds up integration. Bottom Line: A merger is not the time to pause Continuous Improvement. It’s the moment CI becomes essential. When everything feels new, CI is the tool that brings focus, alignment, and stability — and ensures each site’s unique needs are understood, respected, and improved.
-
David O. Bernard shared thisJust finished "Generative AI for Continuous Improvement" by Vincent Mirabelli! Check it out: https://lnkd.in/ghGe4m2e #continuousimprovement, #artificialintelligence, #businessanalysis, #generativeaitools.
-
David O. Bernard reposted thisDavid O. Bernard reposted this🚨We’re Hiring: Head of Advanced Analytics🚨 The Detroit Lions are looking for a visionary leader to drive data-powered strategy, elevate the fan experience, and impact key decisions across the organization. Think you’re the one? Apply now ➡️ https://lnkd.in/gmZhKyZd #NowHiring #AnalyticsJobs #DetroitLions #NFLCareers
-
David O. Bernard liked thisDavid O. Bernard liked thisPleased to participate in the #360businesscouncil event today in Detroit. It was a great opportunity to reconnect with long-standing friends and forge new connections.
-
David O. Bernard liked thisDavid O. Bernard liked this📢 We're Hiring! 📢 I'm excited to share that we have an opening for an EHS Specialist at TI Automotive in Kyle, Texas. If you're passionate about creating a safe workplace, driving environmental compliance, and partnering with teams to build a strong safety culture, we'd love to hear from you. This is an excellent opportunity to join a global automotive manufacturing company where you can make a meaningful impact while growing your career. If you're interested—or know someone who would be a great fit—please apply or feel free to reach out to me with any questions. I'd appreciate your help by sharing this opportunity with your network! #Hiring #EHSCareers #EnvironmentalHealthAndSafety #Safety #Manufacturing #Automotive #KyleTX #NowHiring
-
David O. Bernard liked thisIncredible day celebrating our Quality award win at the Brampton Plant! Great cross-functional teamwork. 🏆 Kudos everyone!David O. Bernard liked thisTI Automotive’s Brampton Plant in Canada has received the 2025 GM Supplier Quality Excellence Award. This recognition is awarded to manufacturing sites that demonstrate exceptional quality performance, consistency and partnership. A heartfelt congratulations to everyone at Brampton, and to the leaders and support teams who continue to set the standard for our customers. As Rushit Gandhi, Quality Manager at Brampton, shared: “Thank you to all our employees, leaders and support teams who consistently go above and beyond to deliver outstanding results.” Thank you to GM for this recognition, and congratulations again to the full Brampton team.
-
David O. Bernard liked thisMichael Parent Consulting Services (Lean Six Sigma Consulting Services)
Michael Parent Consulting Services (Lean Six Sigma Consulting Services)
David O. Bernard liked thisIf you want to get better, fix the systems not the people. That's the idea behind Deming's Management Philosophy. Deming called his Management Philosophy his System of Profound Knowledge. It broke out into: 1/ Appreciation for a system 2/ Knowledge of variation 3/ Theory of knowledge 4/ Psychology Here's how a leader should approach each one. 1/ Appreciation for a system → Understand that results are systems driven → Aim to improve the capabilities and performance of the system 2/ Knowledge of variation → Don't rank employees → don't pay attention to the ups and downs of business 3/ Theory of knowledge → Systems only improve when outside knowledge is brought in 4/ Psychology → Don't do things that demoralize employees → Create environments where employees can take pride in their work When asked how many companies practice his Management Philosophy Deming responded, "None". When asked how many will practice it in the future he replied, "All that Survive." -
David O. Bernard liked thisDavid O. Bernard liked thisI'm excited to announce that I have completed my degree in Industrial Engineering at Kettering University! Thank you to all of the friends, family, faculty, and staff that helped make this a reality. I'm also pleased to share that I was awarded the President's Medal and summa cum laude at commencement. I would also like to announce that I have joined Gestamp North America as a Sales and Market Intelligence Analyst. I'm looking forward to continuing to grow my skillset and develop my business acumen in this role.
-
David O. Bernard liked thisDavid O. Bernard liked thisAttention Facility Manager(s): How many hours do you spend managing vendors each week? After several in-person prospecting conversations and client meetings, I have noticed one common challenge. Facility Managers are spending a significant part of their week coordinating vendors, following up on service issues, scheduling work, and resolving day-to-day problems. That's time they could be spending on projects that move their facilities and business forward. I am curious what your experience looks like (please post your answer in the comments). 📊 Poll: How many hours do you spend managing vendors each week? ⏱️ Less than 5 hours ⏱️ 5–10 hours ⏱️ 11–20 hours ⏱️ More than 20 hours At ABM, we help simplify facility operations by managing multiple services through one partner. The goal isn't to add another vendor. It's to reduce the time you spend managing vendors so you can focus on safety, reliability, capital planning, and the priorities that matter most. I would also love to hear your thoughts in the comments. What's the biggest challenge you face when managing multiple service providers? #FacilityManagement #Facilities #Operations #Manufacturing #PropertyManagement #FacilityServices #VendorManagement #Leadership #ABM
-
David O. Bernard liked thisDavid O. Bernard liked thisOur new Military Street Bridge Pocket Park is officially complete, and the lighting truly brings the space to life after dark. A sincere thank you to the talented local contractors who made this project possible.
Experience
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
Education
-
-
-
- Present
-
-
-
-
-
-
-
-
Licenses & Certifications
Volunteer Experience
-
Staff
American Diabetes Association
- 3 years 3 months
worked at juvenal camp as staff in multiple roles over a three year period of time
-
Livestream Production Leader
TheRiver Church
- 1 year 9 months
Directed Team of Volunteers in Live Stream Production
-
Media
The Clearing Church
- Present 4 years 4 months
Propresenter and Sound
-
Leadership Association Chair
St. Clair County Community College
- Present 3 years 10 months
1) Preside at all meetings of the association and the Board of Officers.
2) Facilitate communication within the group and the College Administration. -
Leadership Association Vice-Chair
St. Clair County Community College
- 10 months
1) Perform the presiding duties of the Chair in the absence of or at the request of the Chair.
2) Fill the unexpired term if a vacancy occurs in the position of the Chair.
Projects
-
CMMS Deployment
-
Deploy Asset Essentials to replace the current CMMS.
-
Health Insurance Task Force
-
Co-Represent Leadership bargaining group in determining best path for annual health insurance plans.
-
Third Party Transition GM Colombia
-
Acted as Transition Manager. Our team was responsible for transition GM Colombia's Bogata facility grounds, janitorial, and paint shop cleaning crew over to third-party.
The project included establishing a management team. Legal formation of company. Importing of equipment. Establishing supplier base. Training of staff. Finalizing Scope based on changes SOW changes. -
Third Party Transition GM Venezuela
-
Assisted transition manager with importing equipment, sourcing local supplies, verifying standardize work, contract negotiation, and advising transition staff on GM North America standards.
-
GM HD Transition
-
Responsible for the transition of GM Medium Duty Line from Flint Michigan to Toluca Mexico, in preparation for medium duty line move from Janesville, Wisconsin.
Our team was given a 12-month transition deadline in which we accomplished SORP in 6 months.
Received Vehicle Line Executive Award
Honors & Awards
-
Vehicle Line Executive Award
General Motors
Vehicle Line Executive Award for transition of GM Medium Duty line from Flint Michigan to Toluca Mexico.
Recommendations received
7 people have recommended David O.
Join now to viewOther similar profiles
Explore top content on LinkedIn
Find curated posts and insights for relevant topics all in one place.
View top content