Gary C. Schriver

***** **** ***** ***, *********, DE 19966

Cell: 570-***-**** abn62l@r.postjobfree.com

LEAN MANUFACTURING SIX SIGMA - CONTINUOUS IMPROVEMENT PRACTITIONER

-Lean / Six Sigma (LSS) Black Belt from the American Institute of Quality (ASQ).

-Reputable for saving millions of “bottom-line dollars” via strategic development & implementation of Lean, Six Sigma, Quality, Maintenance, & Change Management Programs that best meet company cultures, processes, & overall goals.

-Excellent problem solving skills; utilizing Root Cause Analysis, Regression Analysis, Critical To Quality Analysis, FMEA, Quality Function Deployment (QFD), Hypothesis Testing, Affinity Diagrams and Statistical Process Control Analysis.

-Competent trainer of Lean Manufacturing, Six Sigma and Change Management methodologies.

-Adept at performing Value Stream Mapping and Business Assessments to identify key areas for improvement opportunities that drive successful Continuous Improvement programs; regardless of the business culture, company size, services rendered, or products manufactured.

-14 years of “hands-on” experience in the development, implementation, promotion, and sustainment of successful Lean Manufacturing programs (Toyota Production System) and Six Sigma (DMAIC, DMADV, DFSS) programs that have improved safety, improved product quality, improved customer service, and reduced overall operating costs.

-20+ years of diverse Engineering, Plant, and Operations Management experience with an in-depth working knowledge of P&L, budgeting protocol, project management, supply chain management, R&D, product design, maintenance programs, scheduling/planning, manufacturing practices, packaging, quality assurance, EHS, sales, finance and logistics.

-Excellent project management skills with a proven ability to optimize resources and bring projects to beneficial fruition.

-Specialized expertise in driving Continuous Improvement (CI) programs in the highly regulated food, medical device and pharmaceutical manufacturing industries. Conversant with HACCP, cGMP, FDA, USDA, ISO and OSHA.

-Adept at analyzing existing corporate maintenance systems, with a proven record of transforming “reactive” programs into “proactive” (TPM) maintenance profit centers. Improved equipment (OEE) an average of 46% over my career.

-Planned for and facilitated >120 successful (Manufacturing & Transactional process) Kaizen events.

-Experienced Business Improvement & Manufacturing Improvement Consultant for mid-size to Fortune 100 companies.

PROFESSIONAL EXPERIENCE:

Oxford Global Resources, Inc., Beverly, MD 04/2012 – Present

Position: Senior Consultant - Manufacturing Engineer assigned to Apollo Endosurgery, Inc., Austin, TX

Tasked with reducing overall production costs at multiple manufacturing sites. Also tasked with the reduction of production cycle time (from manufacturing to distribution centers) for a new Endoscopic Surgery Suturing System.

MAJOR CONTRIBUTIONS at Apollo Endosurgery, Inc.:

Coordinated installation qualifications (IQ) and operational qualifications (OQ) of documents, facilities, utilities, equipment, and instruments at multiple manufacturing sites.

Lean team of Design Engineers, Validation Engineers, Production Engineers, and Quality Assurance engineers through performance qualifications (PQ) to assure critical process parameters could be consistently met.

Conducted Value Stream Mapping (VSM) of production value streams to identify gaps, restraints, cycle times, touch times, and opportunities for improvement.

Utilized FMEAs and PFMEAs to establish critical design features, assist in determination of potential failure effect related to potential process causes, develop risk based sampling plan, and analyze current process controls to determine actions required to mitigate risk.

Major Contributions – Apollo Endosurgery, Inc. (continued):

Helped design and implement an electronic quality management system to improve product tractability, data collection, and reporting.

Conducted Kaizen Events to improve manufacturing flows, reduction of cycle times, improvement of machine change-over times, and the development of Lean Manufacturing work cells.

Conducted statistical analysis to determine process capabilities and product AQLs. Also conducted Design Of Experiments (DOE) to define optimum run standards and optimum product design specifications.

Designed and implemented formal (PDCA) & (CAPA) programs to assure proper investigation of non-conformances, accurate determination of root causes, preventative measures were instituted, and validations performed.

Worked with external supplies to correlate inspection procedures, improve quality, and increase on-time deliveries.

Armstrong World Industries, Cabinet Products, Thompsontown, PA, 09/2011 – 03/2012

Position: Quality Assurance Manager

Tasked with implementing a Quality Management Operating System and improving quality of kitchen cabinets.

MAJOR CONTRIBUTIONS:

Instrumental in the development of a user-friendly customer feedback program, in SalesForce / Frontier System, to facilitate quantification of Voice Of the Customer (VOC).

Developed an internal quality audit program, balance score card, and internal feedback system to capture quality data in the production value stream.

Owned and expedited the development of a new high build top coat material that effectively improved finishes of plantation hardwoods and reduced rework by >93%. Potential annualized saving of >$300k, plus enhanced product throughput.

Eliminated and/or dramatically decreased seven of the top ten quality issues plaguing Armstrong Cabinet Products (ACP); including color match, rough & dry, sheen, contamination, and cabinet assembly issues. Employed equipment TPM, enhanced training, kaizen events, & cultural change management to make improvements.

Developed and implemented framework for the new ACP Quality Management Operating System.

Reduced handling damage of cabinets by >30% via Kaizen events and Quality Blitz events.

Developed an internal “pictorial” quality feedback program for the facility television communication system. Incorporated photos of quality defects in the field, plus feedback from sales representatives and end customers.

Participated in high level Value Stream Mapping events to identify potential savings and improvement initiatives.

Worked with procurement and manufacturing to help develop an incoming material inspection program.

Wrote Job Safety Analysis Standard Operating Procedures (JSA/SOP), plus implemented new picture formatted (JSA/SOP) to make documents more intuitive.

Reason for leaving Armstrong: Armstrong closing and/or selling cabinet business unit.

Bagcraft/Papercon, a Packaging Dynamics Company, Fort Madison, IA 09/2010 – 09/2011

Position: Continuous Improvement & Quality Assurance Manager

Tasked with revitalizing and expanding Bagcraft/Papercon’s Continuous Improvement and Quality Control Programs.

MAJOR CONTRIBUTIONS:

Utilized Value Stream Mapping, plus (VOC / VOB / VOP) analysis to establish new Key Performance Indicators (KPI)s that are driving improvements in Safety (personal & product), Quality, Cost, Delivery and Customer Service.

Developed and implemented a new Operating Management System for management of (KPI)s in “Real Time”. This Closed Loop System incorporates Glass Wall Management, Associate Involvement / Empowerment, Quality Management, Supervisor Operating Management, Project Management, Production Scheduling, and Training.

Major Contributions – Bagcraft/Papercon (continued):

Conducted Lean/Six Sigma, Root Cause Analysis, Change Management, and Resistance Management training for Upper Management, Middle Management, Supervisors, Floor Associates, and Sales Staff.

Lead business restructuring efforts to maximize overall effectiveness of the business unit.

Lead cross-functional teams in Value Stream Mapping, Factory Layout, 5S, SMED and (TPM) Kaizen events.

Developed an electronic Balanced Score Board system for tracking Tier I and Tier II (KPI) performance indicators.

Identified and initiated Continuous Improvement projects that are trending to reach $850,000 in annual savings.

Reason for leaving Bagcraft: Significantly enhanced compensation and benefits offer from Armstrong.

Cordis-Conor Medsystems, Menlo Park, CA 07/2009 – 12/2009

Position: Project Lead / Lean Six Sigma Black Belt Worked as an independent Contractor for Cordis-Conor.

Tasked with reducing the overall product cycle time (from design to market) for a new cardiovascular catheter product line. Cordis Corporation is a J&J Company and a leading provider of cardiovascular and endovascular products.

MAJOR CONTRIBUTIONS:

Lead a team of Design and Production Engineers in statistical analysis, FMEA/PFMEA, design verification/validation (DV&V) and process validation (PQ and PPQ) activities for a new cardiovascular catheter and stent product line.

Conducted installation qualifications (IQ) and operational qualifications (OQ) of documents, equipment, and instruments using J&J protocol.

Reduced the overall “Lead Time to Market” by greater than six months for a new cardiovascular catheter product line (with the potential of 1-Billion dollars in annual sales).

Used Six Sigma Design of Experiments (DOE) for testing of materials and production procedures to improved catheter reliability and functionality.

Worked with external supplies to improve manufacturing methodologies that improved on-time deliveries and reduced in-coming product rejections by 42%.

Reason for leaving Cordis-Conor: End of contract.

Dentsply International Inc., Caulk Division, Milford, DE 03/2006 – 11/2008

Position: Lean Enterprise / Six Sigma Manager

Direct report to the Director of Operations and the key leadership force for implementation of a Lean/Six Sigma Continuous Improvement programs at Dentsply Caulk. Dentsply is a recognized industry leader of manufactured Dental Pharmaceuticals & Medical Devices.

MAJOR CONTRIBUTIONS:

Hands-on implementation of a customized Lean Manufacturing and Six Sigma (DAMIC) program that was tailored to meet the cultural and financial growth needs of Dentsply Caulk. Accounted for savings of $820K in annual operating costs via reduction of labor costs, material costs, EHS costs, rework, inventory levels, and product scrap.

Personally planned and conducted Kaizen Events that lead to implementation of 5S programs, improved quality, implementation of One-Piece-Flow production, reduction of Work-In-Process (WIP), implementation of Visual Management Systems for real-time management, improved personal safety, significant waste reduction in current products and processes, and improved FDA / ISO compliance.

Member of Material Review Board, tasked with approval of all (CAPA) plans, monitoring of assigned (CAPA)s, and bringing them to judicious fruition.

Implemented a Single Minute Exchange of Die (SMED) program that increased manufacturing flexibility and improved set-up times by 2.45%; or 38 times improvement over original requirements.

Received my Lean / Six Sigma (LSS) Black Belt from the American Institute of Quality (ASQ).

Major Contributions – Dentsply International Inc. (continued):

Helped reduce the average cycle times for new and emerging products (from R&D to product launch) by 20% / or 4-months via the implementation of Design For Six Sigma (DFSS -DMADV) best practices and tools.

38% improvement in Customer Service Levels as determined by on-time shipments, backorder amount, and product complaints per sales dollar.

Designed and implemented a Balanced Score Card (BSC) rating system that optimized the management of Key Performance Indicators (KPI) via “real-time” data feedback to Mangers, Supervisors and Floor Associates. The (BSC) was also instrumental in (CI) project selection, cross-functional alignment and prioritization of proposed projects.

Developed protocol for installation qualifications (IQ) and operational qualifications (OQ), and performance qualifications (PQ). Monitored and approved (IQ, OQ, and PQ) activities.

Held responsible for the direct management of a production area that manufactured, filled and packaged pharmaceutical chemicals and compounds for 7-months. Improved throughput by 38% and reduced rework by 22%.

Chosen as a Value Stream Assessment team member for travel to other Dentsply manufacturing facilities and external supplier to identify Key Areas for Improvement Opportunities.

Lead the effort to assess and improve Dentsply Caulk’s external supplier quality policy/system that culminated in improved supplier relationships, a robust supplier certification program.

Reason for leaving Dentsply: Downsizing of management staff by corporate.

Perdue Farms Inc., Salisbury, MD 08/2003 – 02/2006

Position: Process Improvement Engineer / Manager

Direct report to the VP of Operations, and held accountable for stabilization of manufacturing processes and the development of a corporate Continuous Improvement program. Perdue Farms Inc. is a rapidly growing poultry company, with a reputation for quality.

MAJOR CONTRIBUTIONS:

Hands-on designed and implementation of successful Lean Manufacturing Continuous Improvement (CI) programs at two plant locations resulting in a $290K annual reduction in cost of goods sold.

Formed and lead a development team through the successful design and implementation of a product tracking and traceability program which utilized RF-ID technology and implementation of an electronic Kanban system.

Developed Lean Manufacturing training material and conducted Lean training at thirteen plants.

Lead a cross-functional corporate team in the developed and implementation of the Perdue Farms’ Total Productive Maintenance (TPM) program and the Maintenance Management Operating System (CMMS) programs at multiple facility locations. In the first 13-months of implementation; reduced spare parts inventory by $340K, plus reduced production and maintenance overtime pay by $120K through improved (OEE).

Reason for leaving Perdue Farms: Solicited by Dentsply to implement and lead their Six Sigma and Lean Manufacturing program.

USC Consulting Group and The Highland Consulting Group 03/2000 – 07/2003

Positions with consulting firms: Lean Manufacturing Senior Project Consultant / Project Manager Consultant

Member of the analysis team and a Lean Manufacturing Consultant for Tyson Foods Inc., Masco Corporation (Mills Pride & KraftMaid cabinetries), ConAgra Foods, Werner Ladder Company, Sentry Safe, Anchor Foods, and Ingersoll-Rand Company.

MAJOR CONTRIBUTIONS as Consultant:

Senior Lean Manufacturing Consultant at the Werner Ladder Company, responsible for salvaging diminished working relationships with Wal-Mart, Home Depot and Lowe’s by substantially improving their product quality and on-time deliveries.

Major Contributions as Consultant (continued):

Co-Managed the development and roll-out plan for Tyson Foods’ Lean Manufacturing-Total Productive Maintenance (TPM) program. The Tyson prototype facility (producing 0.8 Million birds/week) realized $117K in annual savings due to improved OEE of equipment & increased product throughput. Enterprise savings were $2.4 million in the first year of roll-out.

Part of the Analysis team, tasked with documenting “current state” at potential customer businesses using Value Steam Mapping, Trend Charts, Project Chartering and Capability Analysis.

Lean Manufacturing Project Manager for Mills Pride & KraftMaid cabinet company, responsible for the design and implementation of a Lean Manufacturing program that resulted in a >20% reduction in overall production cycle time.

Reason for leaving consulting: Employment with Perdue Farms and the opportunity to implement a corporate Lean Manufacturing program.

Fleetwood Enterprises, Inc., Paxinos, PA _ 03/1998 - 03/2000

Position: Manufacturing Coach: Leader & Trainer for the implementation of Lean Manufacturing & (TQM) programs.

Reason for leaving Fleetwood Enterprises: I was introduced to Lean Manufacturing at Fleetwood and decided that I wanted to make Lean Manufacturing my new career path. I found employment with Lean Manufacturing consulting firms to acquire hands-on training of Lean Manufacturing methodology and tools.

Thrivent and Lincoln Financial Advisors Companies _ 1994-1998

Position: Business and Estate Financial Advisor

PlayWorld Recreational Systems, Inc., New Berlin, PA _ 1979-1994

Positions: Operations Manager (1986-94), Sales Manager (1982-1986), Design and Production Manager (1979-1982)

Ingersoll-Rand, Phillipsburg, NJ _ 1974-1979

Positions: Mechanical Design / Drafting (1974-1976), R&D Technician (1976-1979)

EDUCATION:

Lean / Six Sigma (LSS) Black Belt from the American Institute of Quality (ASQ) _2007

Mechanical Engineering _ Lafayette College, Easton, PA _1975-1978 (Night classes while working for Ingersoll-Rand)

Williamsport Community College (now Penn Tech), Williamsport, PA _1972-1974

References and Detailed Documentation of Accomplishments Available on Request

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