Manager Injection Molding

GREGORY E. MIDDLETON

OBJECTIVE

To join a team-oriented company where I can utilize my experience and skills to maximize profitability

and promote a safe and healthy environment.

EDUCATION

• Associates in Business Management

PROFESSIONAL EXPERIENCE

WILBERT PLASTIC SERVICES 2011 – Dec 2012

Operations Manager

Wilbert Plastic Services is a large Thermoforming, CNC and Value Added Assembly operation. Makes

heavy gauge custom plastic components supplying customers from medical, automotive to funeral

services.

• Oversee day to day manufacturing. In charge of maintenance, tooling, scheduling as well as

production.

• Provided accounting with sales forecasting. Strong P&L support.

• Maintained labor and productivity to budget.

• Surpassed EBITDA targets per budget.

SNYDER INDUSTRIES 2007 – 2011

Plant Manager

Large rotational molding company.

Snyder is a manufacturer of specialty containers for the agricultural, industrial, DOT, material handling,

intermediate bulk and septic plastic tank industry.

• Attained recertification of SHARPS safety status

• P&L responsibility. Increased EBITDA from 5% range to 40%

• Reduced labor 20% through Kaizen and one-piece flow improvements.

• Reduced scrap rate from 5.9% to 1.8%

• Improved inventory mix and eliminated aged product.

• Lean Manufacturing

WINTECH IND/MICRO CRAFT INC. 2001 – 2006

A Niles Company

Production Manager

Manufacturer of multi-functional electromechanical switches and relays. Three-shift operation with 480

employees and $120 million in sales. ISO/QS 9000 certified. MS 14000 certified. The plant has been

recommended for certification for TS 16949.

• 6Accountable for forecasting, budgeting and labor control.

• Three successful launches. The launches were GMT-001, 15N and GMT-900 platforms with a

100% PTR performance.

• Created and implemented Team Leader structure.

• Total facelift of operation to Niles Way. (TPS) One-piece flow. Complete layout change.

• Increased efficiency rate by 45%. Have increased output and productivity through kaizen

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activities and training.

• Improved quality by created a scrap team and assigning champions to each.

• Lead training activity for all operators. Trained workforce in Injection Molding Basics.

• Improved visual management system.

• Improved layout and flow for better utilization of space and operator time.

• Led team for upgrading plant. Layout, painting, organization and product flow.

PLASTECH CORPORATION 1999 – 2001

Plant Manager

Manufacturer of automotive exterior trim components. Operations included injection molding, painting

and assembly of wheel flares and body side moldings. The plant has 260 employees and $27 million in

sales.

• Complete manufacturing responsibilities including P&L.

• Instrumental in $2 million turnaround in first year.

• Eliminated 100K of regrind by processing @ 30% ratio.

• Set up rework operation to salvage over 5000 defective painted parts.

• Improved paint line first time quality from 45% to 85%.

• Reduced labor from 38% to 18% with 27% as company target.

ADDITIONAL TRAINING:

• •

Advanced and Basic Injection Molding APQP

• •

Compression and Insert Molding, TS 16949

• •

Rotational Molding ISO/QS 9000

• •

Metal Stamping SPC

• •

Thermoforming TQM

• •

Assemblies PDCA

• •

Poke Yoke MP2

• •

Painting MRP

• •

Kaizen Human Resources

• •

TPS Continuous Improvement methods

• •

Performance Management Lean Manufacturing

• Six Sigma

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