OpEx Spotlight: Giovanni Bernardo, Head of US Continuous Improvement at Agrana Fruit

At the Center for Operational Excellence, we work alongside our members to foster a problem-solving culture that’s grounded in tried-and-true operational excellence tools, and that’s constant and far-reaching. One way we do that is by connecting industry executives, Fisher College of Business faculty, and our consortium of member companies. By learning from each other and accessing the resources Ohio State has to offer, member companies have the constant support needed to chart a path to excellence that builds resilience and adaptability in a rapidly changing world.

Our new OpEx Spotlight series highlights members of our OpEx community and allows them to share their experiences and perspectives with continuous improvement, organizational change, operational excellence, supply chain, operations, and any niche they feel passionate about. 

We're excited to introduce Giovanni Bernardo, Head of US Continuous Improvement at Agrana Fruit, as the first in our spotlight series. Gio serves as coach/mentor across one corporate and four manufacturing sites and leads all domestic and divisional strategic initiatives focused on operational excellence and sustainable company growth. As an associate COE board member representing Agrana Fruit, he actively attends the in-person and virtual events. Giovanni has developed an expertise in operational Excellence through his career positions in the aerospace and automotive industries. Before joining Agrana, Giovanni worked at Universal Stainless & Alloy Products as their Operational Excellence Manager driving transformations and developing personnel. Prior to this he spent close to two decades with General Motors in various leadership positions. It was here with GM that he was exposed to Lean and subsequently became an instructor and coach for their Global Manufacturing System. Giovanni is actively involved in his community.  He sits on the board of the Chamber of Commerce and is the Executive Director of the Streetsboro Community Food Pantry.  He is an avid gardener and loves to spend time growing fruits, vegetables, flowers and teaching neighbors about home growing and sustainability.  He is an alumnus from Case Western Reserve University where he graduated summa cum laude with a degree in Mechanical Engineering and Psychology.  He followed this up by becoming a certified Six Sigma Black Belt from Kent State University. 

How are you leveraging operational excellence to improve your organization?

To me, operational excellence is the means to an end. Every company has a vision and mission statement which allow them to perceive where they want to go and how they want to be positioned within their industry. OpEx is the vehicle that will drive them, that will transport them to this destination. This is the philosophy I use to engage the Leadership Team in my company to buy-in and support the program. It ties their vision with my own. On any transformational journey to OpEx, an organization will undergo a number of growth spurts. These growth spurts consist of increased knowledge, improvements in people, improvements in process, and in the end, a cohesive, organic organization. Leading an organization on this journey inevitably improves my own expertise in OpEx. I grow and learn as I go.

What has been your greatest OpEx accomplishment?

Building on the foundation of what supports operational excellence, I would say my greatest success comes from the development of the people I coach and work with. The experience and opportunity to pass on my knowledge and skills to someone else is the utmost fulfillment. As they transition from a “deer in the headlights” to a lion stalking its prey, I can see the influence I’ve had on them. All the lean tools, techniques, and cost savings are just a byproduct of the individual. And I must say that I too will gain knowledge and insight from them during this process.

It’s a unification of the diversity of knowledge and skills between two people that have a passion for a common purpose.

What has been your greatest OpEx challenge?

Any transformative strategy will inevitably be faced with roadblocks that it needs to overcome to be successful and OpEx is no different. As an OpEx professional you build a transformative mosaic that will form a picture for the company to position them as an industry leader. There are those that do not have the same vision and cannot see the final picture as the mosaic is being pieced together. It’s that lack of vision, belief, and support that create the highest hurdle. Launching a new program is partly based on data and partly on the ability to see past the present and trust OpEx to be the guide into the unknown.

What advice do you have for other OpEx professionals?

If you find yourself in a position where you’re a one-man (or woman) show…RUN! It means the company you’re with is not serious about OpEx. Move on to a company that respects and appreciates your skills.

When you go on your Gemba walks, don’t just “go and see”. More importantly, “go and listen”. Listen to the people, listen to the vibe and energy of the work environment and then confirm it all with what you see. Use ALL your senses.

Operational excellence is not cookie cutter. What works for one organization does not hold true for another. Even if you are in the same industry, the nuances between companies are enough to allow an OpEx program to fail.

Don’t be a follower, be a Leader. You will never be successful chasing and trying to implement an OpEx strategy from another company or one that has been publicized or promoted in books and literature. Learn from them but do not copy them, else you will always find yourself in second place.