GARY A. MARCH

**** *. ****** ****** ******, AZ **381

acpug4@r.postjobfree.com 602-***-****

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EXECUTIVE SUMMARY

Key Performance Indicators Budget Administration / CNC Machining

/ KPI Management QS 9000/ISO 9001/ISO 14001/TS 16949

Cost Reduction and Operations Improvements Lean Manufacturing Methods

Avoidance Financial Performance Injection Molding/Blow Molding

P&L Accountability Planning

Manufacturing Management Facility Management

Strategic Planning / Team Building and

Implementation Leadership

Team focused Operations leader with numerous years of experience managing

precision product manufacturing teams and P & L's up to $60M and numerous

years of manufacturing knowledge in engineering processes, cost controls

and quality metrics. Versed in the creation of corporate strategic goals

and team based action plans which include the implementation of

organizational performance metrics and mass to lean cultural transformation

methods such as 5S, value stream mapping and continuous improvement tools

such as, Kaizen, SMED and Gemba methodologies.

A proven game changer, with a history of managing production operations,

engineering & supply chain teams in the following Industries, Automotive,

Consumer products, Plastics, CNC Machining and Metals. An insightful hands-

on leader with a highly transferable skill set, who fosters working

relationships between company stakeholders & their downstream customers in

order to maintain a clear understanding of their daily performance, to the

customer's expectations.

ACCOMPLISHMENTS

. Achieved exceptional safety record of multiple years without a Lost

Time Accident/Recordable Incident.

. Key leader facilitating ISO 9001 Certification process in 7 months

resulting in zero non-conformances.

. Secured a corporate backed $30M capital investment by leading a lean

in-plant "cultural transformation" in a consumer goods manufacturing

plant.

. Successfully managed a $4M plant turn around resulting in facility

consolidation and new "greenfield" start up.

. Improved productivity 10% YOY utilizing lean manufacturing

methodologies, resulting in achieved annual savings of $1M while

increasing throughput by 18% across the manufacturing system.

PROFESSIONAL EXPERIENCE

MEDPLAST INC., TEMPE, AZ

(8/2014 to 2/2015)

Medplast is the Leading provider of highly engineered custom plastic

processing solutions serving the global Healthcare Market.

GENERAL MANAGER

Drive leadership and execution of all plant operations, ensuring plant is

aligned with overall corporate business objectives, has flexibility and

capacity to support customer demand, and effectively balance and leverage

fixed cost structure with optimal variable resources.

SAPA NORTH AMERICAS, Phoenix AZ

(5/2012 to 12/2013)

Provided comprehensive oversight of all plant processes for this $102M

worldwide leader in aluminum solutions.

PLANT MANAGER

Responsible for managing 45 unionized team members and 5 direct reports

delivering top performance for attaining $102m in annual revenue. Created

and implemented contemporary management strategies including 5S, Kaizen,

Kanban, and other methodologies to improve productivity and effectively

measure KPI's. Interfaced with customers; delivered presentations; and led

team meetings. Developed and disseminated forecasts and reports;

communicated with plant and regional controller. Tracked and reported

Safety, First Time Through, On-Time Delivery, Quality, and Cycle Time Data;

reviewed Job Safety Analysis. Managed departments including Production,

Materials, Engineering and Maintenance.

. Adeptly restructured organization to realize strong internal and

external growth.

. Built safety-focused culture through creating shift safety teams.

. Improved processes by building and utilizing database for charting

and tracking KPI's.

. Collaborated with maintenance manager to streamline and launch new

work order system, resulting in 6% improvement in equipment performance.

. Achieved 20% sales growth across 2 years through re-strategizing

customer pricing.

. Improved on-time delivery from 76% to 94%; reduced operating costs by

7%.

. Increased productivity by 15% by implementing an improved, standardized

operating instruction and job safety analysis process.

MILSCO MANUFACTURING, THOMSON, GA

(8/2008 to 5/2012)

On-boarded to provide operations leadership for Foam-In-Place seating

product manufacturer with $60m yearly revenue and 85 team members serving

key client companies in the consumer goods industry, including John Deere,

Husqvarna, MTD, Club Car, Kubota, Yamaha, and Harley Davidson.

DIRECTOR OF OPERATIONS

Supervised team of 85 staff members responsible for providing services to

customers across the South East United States region via flagship Georgia

facility. Led executive team in business development, budget oversight,

forecasting and reporting, process improvements, and general team

management. Interfaced with customers regarding pricing, contract

negotiations, and additional business-related aspects. Trained, mentored,

and coached teams. Tracked, assessed, and reported performance metrics and

KPI's. Implemented management tools, including hourly production boards,

daily Gemba walk-throughs, and creation of action plans to increase output.

Utilized preventative maintenance system and employed Lean tools, Kaizen

methods, and Value Stream Mapping. Managed departments including

production, materials, finance, quality, human resources, and process

improvements; held complete P&L responsibility for $25m budget.

. Reduced scrap year over year by $286k and ppm from 2262 to 684.

. Improved productivity by 10% on a yearly basis through employing best

practice methodologies.

. Spearheaded efforts to support positive company culture while

maintaining non-union status.

. Key leader facilitating ISO 9001 certification process in 7 months to

realize strong track record of zero non-conformances.

. Employed preventative OEE tracking system that improved overall

uptime from 56% to 87%.

. Maintained exceptional safety record with 3 years without a lost time

accident and 1.5 years without a recordable accident.

. Completed safety audits to publish, correct, and validate findings by

associate empowered safety team.

VISTEON / G&C INDUSTRIES, LAVERGNE, TN AND DURANT, MS

(1/2006 to 8/2008)

Oversaw plant operations for this $80M Tier I / II Automotive manufacturer

providing injection molded instrument panels, consoles and glove box

products to Nissan and Honda corporations; managed 180K sq. ft.2 facility

with 275 team members.

PLANT MANAGER

Directed management-level team and all support staff / associates in

meeting production goals while sustaining high levels of safety, quality,

and on-time delivery status for client corporations. Planned and

implemented process improvements and workforce support strategies to

maintain union-free status and enhance overall performance. Handled

forecasting and budgets as well as production reports, data analysis, and

KPIs. Trained teams in QS9001, TS16949, Kaizen, 5S, and value stream

mapping. Directed department operations across production, materials,

finance, HR, technical, and process improvement; managed $40K budget.

. Implemented key processes to improve plant performance; cut scrap by

$829K.

. Drove continuous improvement measures through launching and staffing

an Operational Excellence position.

. At LaVergne plant, managed production standards for delivery to

Tennessee Nissan facility and $30M plant budget.

BORG WARNER AUTOMOTIVE, SALLISAW, OK

(1/2003 to 1/2006)

Promoted from Manufacturing Manager to Plant Manager in recognition of

exceptional vision and leadership at 200K sq. ft. facility with 250 team

members for this $73M Tier I Automotive manufacturer of Aluminum CNC

machined oil pumps and engine components.

PLANT MANAGER

Maintained P&L oversight for $73M manufacturing operations including all

functional departments: CNC Machining, engineering, maintenance, test, and

assembly to achieve highest quality and on-time delivery standards.

Managed production scheduling, staffing, and inventory control. Oversaw

maintenance and equipment operations as well as QS9000 quality system to

ensure streamlined production status and attain 99% on-time delivery status

and 112% productivity rate.

ADDITIONAL EMPLOYMENT EXPERIENCE

SCOTTS TEMECULA, TEMECULA, CA (1998

to 2003)

MANUFACTURING MANAGER / DIRECTOR OF OPERATIONS

. Coordinated successful turn-around of this $60M durable goods

manufacturer of plastic and metal lawn and garden products to realize full

profitability in one year.

. Drove cellular manufacturing into the injection molding, blow molding,

fabrication, assembly, robotic welding, powder coating, metal cutting and

forming operations resulting in a 43% direct labor savings.

. Inventory reductions totaling $786,000.

COOPER AUTOMOTIVE, HAMPTON, VA (1994

to 1998)

MANUFACTURING MANAGER

Led operations of Tier I/II Automotive Lighting division that produced

front and rear lighting components to achieve 98% on-time delivery and 98%

customer satisfaction rating.

COOPER AUTOMOTIVE, HAMPTON, VA

MOLDING MANAGER

Directed support staff/250 associates in Automotive lighting processes of

Injection molding, tooling,

assembly, robotics and coating.

COOPER AUTOMOTIVE, HAMPTON, VA

OSRAM SYLVANIA, SEYMOUR, IN

(1990 to 1994)

SENIOR INJECTION MOLDING PROCESS ENGINEER

Tier I/II Automotive manufacturer of front and rear lighting components for

Ford, Chrysler, GM and Mitsubishi.

EDUCATION

BS Illinois State University Industrial Technology

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