GREG STUDER

acpd4k@r.postjobfree.com

816-***-****

www.linkedin.com/in/gregstuderresume/

OPERATIONS AND HUMAN RESOURCES

Manufacturing / LEAN / Multi Site / 5S / ISO / Performance Metrics / QA-QC

Optimization / Recruitment / Training / Turnarounds / Process Improvement

I’ve turned around failing manufacturing divisions, increasing production, maintaining safety and

boosting profits. Effectively analyzing and resolving operational issues, I’ve reduced inventory

expense, expanded worker skill flexibility, and adopted best practice methodologies to increase

throughput and remain cost effective in both up and down markets. I truly understand the basis of

transforming Lean Culture (values, beliefs, behaviors turn into rituals, which determine the way

we do things here).

Minimizing cycle time and maximizing process flow

Increasing on-time production and safety

Saving time and money with strategic decision making and strong direction

Analyzing business objectives, assuring compliance and exceeding goals

Improving delivery, retaining both long and short term customer base

I currently serve on the Southeastern U.S. Board of Directors – Association for

Manufacturing Excellence (AME)

SELECTED ACCOMPLISHMENTS

Turning Around Failing Division. Company was bleeding short term customers due to lack of on-

time delivery. Seized opportunity to implement aggressive multi-department strategy, reorganizing

staff, introducing TPM and competency measurements. Facilitated backlog cleanup. Increased on

time production by 66% within five months, retaining customer base.

Executing Just-In-Time Methodology. Production facility was experiencing significant market

decline due to lower demand. Assessed production performance, analyzed costs and assertively

implemented LEAN improvement strategies. Recruited, hired, and trained new production

manager. Introduced JIT to save costs. Reduced inventory by 20% and cycle time by 30% while

improving on-time deliveries by 23% and overall equipment effectiveness by 17%.

Increasing Productivity with Skill-Based Pay System. Company’s productivity index metric was

stagnant. Implemented my Capstone Research Thesis Project, increasing interdepartmental skill

flexibility fivefold, training each operator in multiple machine operations. Thusly, reduced

downtime, increased throughput and helped move sales from $19M to $50M.

Cutting Training Time to Accelerate Certification. Ineffective training and lack of formal instruction

for new operators led to long delays in certification, threatened workers’ safety and risked

increased accident claims. Analyzed situation; designed and initiated detailed visual work

instruction course, created exercises and course materials and trained staff, decreasing ISO 9000

certification process time by nearly 50%.

EDUCATION

Currently enrolled with Southern New Hampshire University for Master Degree in Business

Intelligence. My Bachelor of Science in Organizational Leadership was earned from Mid

Continent University and I also studied Human Resource Management at Villanova University

and have a Lean Certification from Auburn University. I continued my education by earning

certifications in Federal Employment Law, Environmental Health & Safety, Kaizen, Hazmat, ISO

9000 and 14001 and AS9100 internal auditing, PHR and Bronze Lean along with Dale Carnegie

CAREER SUMMARY

Professional Consultant, Manufacturing Systems Excellence – 2014 – Present. Independent

consultation, baseline excellence assessment; followed by systems implementation

capable of delivering visibility, control and synchronization of your business processes to

attain operational collaboration for manufacturing excellence on a global scale. This type

of approach delivers a harmonized network that can yield operational and agility benefits

and competitive advantage across your organization. And, with the necessary agility to

easily support continuous process improvement, the benefits of this implemented solution

continue to increase over time. Market trends are examined through the lens of a next

generation solution, highlighting three competitive differentiators necessary for success

(Topgrading, 80/20 Thinking and Lean). The consultation concludes with a roadmap to help

manage the necessary changes across your internal business processes and technology

architecture to make this vision a reality.

Plant Manager, Ebsco Sign Group - 2011 to 2014 . $50M manufacturing division of Digitally

Integrated Sign products supplied to dealers and customer direct. 87 employees recruited

to manage all departments relative to operations from production to delivery including,

engineering, purchasing, scheduling and planning, plant maintenance, shipping and receiving .

Human Resources Manager, Virginia Transformer Corporation, 2009 to 2011 . $42M

manufacturing division of up to 100MVA transformers supplied worldwide. 180 employees; Direct

recruitment, hiring, safety and training, performance management, payroll, FMLA, safety, legal

and environmental matters. Implemented orientation programs, HAZMAT instruction, MSDS

administration, and all benefit packages with a staff of five.

Plant Manager, Gooseneck Trailer Manufacturing Inc. 2009 to 2009. Medium size

manufacturing facility of custom livestock trailers from 16’ to 53’Steel and aluminum fabrication

welding, paint shop, repair shop and custom oil tank trailers. $15M annual gross revenue.

Managed and improved all aspects of manufacturing metrics within 3 month period / OTP from

60% to 98%, designed and implemented new product line of truck bed manufacturing and

installation of standardized process controls to produce additional revenue during peak off

season agricultural and drought stricken 2009 summer season in Central Texas. This was a short

term contract position.

Operations Manager, RTI Fabrication, 2007 to 2009. $49M division of $2.5B international

metal’s company. Recruited to manage all departments relative to operations from production to

delivery including, engineering, purchasing, scheduling and planning, plant maintenance,

shipping and receiving and external processing. Directed 80 with $5M.

Plymouth Tube Company 1996 to 2007. $150M metal extrusion and cold drawing manufacturing

company. Various positions of increased responsibilities.

Operations Manager, Guided the operations of six multi-shift production teams including, die cast,

machine shop, planning, quality control, engineering, and LEAN manufacturing excellence.

Supervised staff of 130, budget of $2.5M. Manufacturing Excellence Manager, Drive LEAN

initiatives activities. Oversaw benchmarking, top grading, 80/20 strategies, Kaizen, TQM, TPM,

SMED, Poka-Yoke, 5S, Value Stream Mapping, visual work instructions and structured problem

solving. Handled five direct reports. Human Resources & Environmental Safety Manager,

Directed recruitment, hiring and training, payroll, FMLA, safety, legal and environmental matters.

Implemented orientation programs, HAZMAT instruction, MSDS administration, and all benefit

packages with a staff of four.

Earlier with Plymouth, Environmental Safety and Training Coordinator, Electromagnetic Analysis

NDT Operator, Bead Condition Weld Technician, Crane Operator.

Additional: Currently Serve on Southeastern U.S. - Board of Directors: Association for

Manufacturing Excellence (AME)

I am active with my PTA, the Kiwanis International and United Way. Weekends will find me

cooking, golfing or fishing

Contact this candidate