William E. Garland

*** ******** ******

Alliston, Ontario, L9R 0K1

Home: 705-***-**** Cell: 705-***-****

E-mail Address: ab3ous@r.postjobfree.com

OBJECTIVE

To obtain a senior position in an organization that is committed to

excellence in manufacturing and growth in new and existing markets. This

position should call on skills acquired during tenures as General Manager,

Plant Manger, Production, Quality and Materials Management experience,

while drawing on my Lean Manufacturing expertise and skills attained

through the completion of a Bachelor of Science degree in Business

Management.

EXPERIENCE

General Manager

Laker Energy Products - Burlington, Feb 2013 - July 2013

Laker Energy Products is a high precision machine shop facility, producing

machined components for the Candu Nuclear Reactors throughout Canada and

the world. Major customers include AECL, Candu Energy and Bruce Power

Nuclear Plant.

. Full responsibility for all P/L in high precision machine and assembly

shop. Materials include various grades of inconel, titanium and

steel

. Mentored full senior management team consisting of Production,

Engineering, Quality, Materials and Contracts

. Led implementation of an ERP system - fully funded through DTAPP and

Yves Landry government grants

. Implemented structured program launch via New Product Implementation

Team, resulting in 65% reduction in processing of new contracts

. Implemented many lean techniques such as5S, Value Stream Mapping and

Kan Ban throughout the plant

. Formalized supply chain management - from make/buy through monitoring

and scoring of new/existing suppliers

. Co-ordinated SRED claim for 2011 and 2012 - value of 450k

. Established Health and Safety Committee

General Manager

Noranco Inc - Vaughan Division, Aug 2008 - Nov 2012

Noranco is a high precision machine shop facility, producing safety

components to all major aircraft manufacturers in North America and

throughout the world. Major customers include Airbus, Boeing, Bombardier,

Messier-Dowty, Goodrich Landing Gear

. Full responsibility for all P/L measures in a $25 million tier 1 steel

and aluminum high precision machined parts manufacturer with 84

employees

. Key member of Senior Management Council for Noranco Inc

. Increased financial performance (net profit) from 13% to 17%

profitability

. Improved past due jobs from $1.5 million to $300,000 within first 4

months of hire. Further reduction to $38,000 within one year

. Improved on-time-delivery to company best 96%

. Coached and mentored direct reports including Plant Manager, 7 Program

Managers, Quality Manager, Purchasing Manager, Cnc Programmers, Master

Scheduler, Continuous Improvement Coordinator and Customer Service

Reps

. Launched MRP system and resultant establishment of Production Control

department with noted improvements from customer base

. Responsible for submission of quotes on new and existing jobs to all

customers

. Achieved preferred supplier status on Bombardier's 4-Star rating

system

. Led expansion of division from 28,000 square feet to 48,000 square

feet

. Introduced countless lean manufacturing tools including Kaizen, 5S,

Layered Process Audits and War on Waste programs

. Fully versed in "special processing" specifications ie. Cadmium plate,

HVOF, paint, anodize, zinc, etc.

Progressive Molded Products, Concord, Ontario, March 2007 - Aug 2008

Plant Manager Aug 2007 - Aug 2008

Progressive Molded Products are world leaders in interior plastic mold

injection, providing parts to the "Big Three" automotive giants in North

America

. Full responsibility for all P/L measures in a $40 million 24/7 tier 1

plastic mold injection facility with two hundred and thirty four

employees

. Coached and mentored direct reports including Finance, Production,

Quality, Engineering, Materials and Human Resources Managers

. Improved financial performance from an average loss of $150,000 per

month, to profit of $600,000 per month versus AOP of $400,000

. Surpassed operational efficiency budget by 18% month over month

through process improvements and resultant staffing reductions

. Re-launched numerous safety initiatives resulting in zero lost time

since promotion to Plant Manager such as "5S" implementation, weekly

management safety tours, vehicle inspection programs, situational

awareness training

. Reduced scrap by 85% from $70K to $10K annualized

. Introduced service program that resulted in parts delivery score from

17% to 100% within two months

. Championed countless process/line improvements through the application

of various Lean Manufacturing and six-sigma techniques

Quality Manager

Progressive Molded Products, Concord, Ontario, March 2007 - Aug 2007

. Responsible for implementing quality systems resulting in PPM

reduction from 2500 to 4.3 within 5 months of hire date during full

facility launch

. Eliminated external sort costs through process improvements and

improved customer relations within 4 months of hire date

. Successfully steered facility through TS16949 certification audit

. Introduced and chaired "Quick Response" program to deal with any

internal and external quality issues

. Direct reports included ten Quality Inspectors and three Quality

Engineers

. Champion of all corrective action implementation teams i.e. 8D, Drill

Deep, etc

. Promoted to Plant Manager after five months of hire date

Production Superintendent

TRW Automotive, Midland, Ontario, Feb 2005 - Feb 2007

TRW Automotive are a world class stamping facility, providing parts to the

"Big Three" automotive giants in North America

. Responsible for all production, production scheduling and quality

related issues in a 24/7 stamping, sub-assembly and heat treat

facility

. Direct reports included 7 production supervisors, 1 quality assurance

supervisor and 1 production scheduler; indirect reports include 100

unionized shop floor employees.

. Responsible for all aspects of supervisory development, as well as

managing head count fluctuations to ensure budgetary compliance.

. Accountable for approximately $10 million budget across 5 departments

- reducing each by an average of 5% per year

. Implemented lean manufacturing techniques i.e. 5s, Kaizen, AIW

throughout facility, resulting in 40% reduction in on-hand inventory,

as well as 300% increase in inventory turns.

. Implemented and chaired morning schedule review meeting. This

included establishing daily and weekly schedule of 31 presses,

highlighting issues that had occurred over the past twenty-four hours,

as well as any potential issues in achieving customer driven schedule

changes. This meeting also discussed Operational Equipment

Effectiveness calculations i.e. uptime, schedule attainment and yield,

issuing 8D corrective action as required.

. Six-Sigma Green Belt certified/Black Belt trained - net savings of

more than $250,000 annually from two projects. This role also

included mentoring of 8 Six-Sigma Green Belt candidates

. Oversaw re-write of "Andon Board" re-write in order to better

understand all shop floor inefficiencies

. Co-chair of Health and Safety Committee, Ergonomics Committee and

Union/Management Negotiations Committee. Safety related accidents

were reduced from approximately one lost time incident every 14 days,

to 173 days without a lost time incident as of Feb 07

. Chair of Quality at Source and Quick Die Change teams - reducing die

change time by 65% in two years, as well as implementation of multiple

Judoke and Poke Yoke mistake-proofing devices

Magna Industries - Dortec

Newmarket, March 2004 - Feb 2005

. Key contact for Q1 re-qualification program lost in September 2003

. Implemented new corrective action program (PIAR) which resulted in

$100,000 in cost savings

. Responsible for all quality concerns from receiving inspection through

final product verification in automotive facility with over $20

million in annual sales

. Implemented advanced mistake proofing and evaluation system through

introduction of Poke Yoke and Jukoka methodology

. Completed 2 Six-Sigma projects with over $50,000 in savings

Production and Quality Manager

Wheeltronic Ltd "A Snap-On Company", Mississauga, June 2002 - Feb 2004

. Responsible for all production and quality initiatives in unionized

facility with over 200 employees across two shifts from stamping

through welding through final assembly

. Direct reports included 7 production supervisors, 1 quality

supervisor, 2 master schedulers and 4 quality techs in 2 plant

operation

. Given autonomous responsibility to rectify failing Collision Repair

business. As well as all production and quality issues,

responsibility included all aspects of materials management, including

price negotiations/concessions, establishing inventory levels, etc.,

as well as person to person contact with customer base. As a result,

backlog was reduced from 14 months to 5 days within first 2 months,

with inventory turns increased from 2 to 10 times per year.

. Responsible for accuracy of physical inventory of both plant and

warehouse (semi-annual)

. Lead effort to re-organize warehouse, implementing visual Kanban

systems throughout

. Instructed all employees (unionized and salaried) in Six-Sigma,

Kaizen, Judoka, 5S, WHMIS, etc.

. Gained QFS (Snap-On equivalent to ISO and QS systems) within 3 months

of hire after failed audit with 28 findings 2 weeks prior to hiring

date

. Conducted FMEA training session at Snap-On Quality North American

Council

Quality Manager

The Boeing Company, Mississauga, Ontario, Dec 1996 - June 2002

. Ensured that product manufactured met all blue-print, procedural and

contractual specifications

. Liaison between engineering, Q.A. Engineering, Production, Production

Control, Planning, Fabrication and external customers

. Lead numerous Accelerated Improvement Workshops (AIW), Kaizens and 5S

events

. Key player in ISO 9002 certification team - conducted formal training

sessions with all levels of management (including directors) and

unionized employees with regards to elements of ISO 9000 and D19000

. Supervised upwards of 40 inspectors in unionized environment

. Responsible for corrective action plan for all F.A.A. inspector non-

conformances

. Experienced Internal Auditor

. Part of "Out of Position Team" sent to oversee completion of test

aircraft while at Tracor Flight Systems (California)

. Experienced in MD95 (B717) twinjet, MD80/90 twinjet and MD11 tri-jet,

including fabrication, machining and sub-assemblies

. Trained new production supervision in quality system procedures and

requirements

. Sound understanding of ISO 9000, QS9000, AS 9000 and D19000 (Boeing

standard)

. Fully versed in SPC

EDUCATION

2007 Expert Rating

. 6-Sigma Black Belt Certification

2003 - 2006 University of Phoenix, Phoenix, Arizona

. Bachelor of Science, Business Management

1994 - 1996 Seneca College, North York, Ontario

1989 - 1993 University of Toronto

COMPUTER SKILLS

Microsoft Office (proficient), Minitab (proficient), SAP, M2M, Visual

References available upon request

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