Manager Engineer
Resume:
GREGORY S. CLARKE
Coventry, Connecticut *****
***********@***.***
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• • P&L Management
JIT Scrap Reduction
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• • Control Plans
6S Budget Development
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• • Process Flow Diagrams
Plant Scheduling OSHA Regulations
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• • Internal ISO Auditor
Multi-discipline Teams Design/ Layout
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• • CPIM achieved
Standard Work Corrective Action
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• • UTC Ace Associate
PPAP Hiring / Training
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• • P&W Leadership Awards
Productivity Improvement Improving Jigs/ Fixtures
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• • Airfoils for Turbines
Kaizen TPM
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• • Value Stream Management
Visual Systems Project Management
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Lean Manufacturing Performance Reviews
PROFESSIONAL WORK HISTORY
Pratt & Whitney, East Hartford, Connecticut 2002-2013
Business Unit Manager – Turbine Module Center (500+ employee union facility)
• Managed a $ 50MM cost center budget to achieve financial goals and objectives.
• Developed and implemented plans to increase safety, quality, delivery & productivity.
2011 – Leadership Team Award Winner. ($ 5MM reduction in consumable expenses)
2012 – Leadership Team Award Winner. (20 plus % reduction in scrap)
• Managed value streams, executed production schedules and inventory goals.
• Redesigned cells and managed capital projects in the Turbine Module Center.
• Through the use of LEAN tools increased output 300% and reduced overtime by 50%.
o Achieved ACE GOLD at the Business Unit Level.
• Improved communication to employees, management and customers.
o Employee Engagement Team Leader
• Lead environmental, health & safety teams to identify risks and implement corrective actions.
• Achieved 100% delivery commitments on JSF & Geared Turbo Fan programs.
MID-STATES ALUMINUM CORP, Fond du Lac, WI (350 employee nonunion facility) 1998-2002
Manufacturer of extruded, machined, finished and assembly of aluminum components.
A Private Family owned business.
Vice President of Manufacturing
• Worked directly with customers on new products, cost reductions & delivery.
• Partnered with customers on Value Stream Mapping & Quality Caravans.
• Reduced lead-times from three weeks to three days on core products.
• Increased delivery performance from 45% to 95 plus %.
• Managed cash from operations to fund capital projects and reorganized costs.
• Produced operational cost savings of over $2MM.
DANA CORPORATION, Amherst, NY (250 employee union facility) 1997-1998
Manufacturer of automotive components and systems.
Plant Manager of Aimco/Brake Parts.
• Achieved ISO 9002 and QS 9000 certification.
• Worked with Employees, Customers & Suppliers resulting in the following:
• $300,000 annualized tool saving, 50% average set-up time reduction,
• 25% finished goods reduction, 60% reduction of WIP inventories,
• 20% reduction of cost per earned standard hour.
Gregory S. Clarke
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MARK IV INDUSTRIES, Niles, Illinois (250 employee nonunion facility) 1994-1997
$ 40 million manufacturer of fittings, valves, air brake assemblies, tools and accessories.
Director of Operations for Dayco Imperial Eastman
• Lead five non-union business units and two facilities.
• Lead a team of 12 direct reports.
• Managed a turnaround of a negative cash flow situation to a positive cash flow.
• Reduced annualized operating costs by over $1MM.
• Review operations to identify waste and increase throughput.
• Assisted with the sale of both the Pneumatics and Tool Businesses.
• Managed relocation and consolidation of Pneumatics and Hydraulics Divisions.
BLACK & DECKER CORPORATION, (Price Pfister Pfaucet) Pacoima, California 1993-1994
Manager of Machining and Finishing (600+ employee union facility)
• Accounted for a $17MM operating budget.
• Reduced operating costs by 15% ($2.5MM).
• Eliminated waste, overtime and reconfigured departments into cells.
• Led a team of 8 direct reports.
• Machining castings.
• Improved housekeeping and work practices, reducing lost time injuries by 60%.
• Instructed front-line supervisors in Zenger Miller skills and techniques.
ITW, (Manufacturer of fixed limit and thread inspection gages) Erin, Tennessee 1991-1993
Product Manager
• Responsible for the profitability of the Thread Ring Business Unit.
• Developed and executed marketing and sales plans.
• P&L Responsibility
• Created and managed capital equipment and operations budgets.
• Consolidated four plants into one location and configured work cells/teams.
• Introduced two new product lines to the market.
HOWMET, Winsted, Connecticut Business Unit Manager 1988-1991
Global supplier of machined aerospace and gas turbine airfoils.
• Managed new business and development projects; FT8, T800, RB211 & F404.
• Implemented Lean Manufacturing and created work teams and cells.
• Increased turns and reduced inventories by reducing lead-time from 2 weeks to 2 days.
• Established value streams for the departments.
• Coordinated transfer of products to Connecticut Facility.
Pratt & Whitney, North Haven, Connecticut - Senior Process Engineer 1986-1988
• Responsible for the manufacturing process of JT9 and TF30 HPT blades.
• Reduced Scrap & Rework by implementing process and tooling improvements.
• Managed capital projects and implemented new technology to improve productivity.
• Worked with Overall & Repair on special projects and processes.
• Q+ Coordinator for Blade Business Unit
Gregory S. Clarke
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EDUCATION and PROFESSIONAL DEVELOPMENT
M.S. Organizational Management (Operations /Technical Management)
Central Connecticut State University, New Britain, Connecticut
B.S. Industrial Technology (Manufacturing Engineering)
Central Connecticut State University, New Britain, Connecticut
B.S. Agriculture & Natural Resources (Forestry)
University of Connecticut, Storrs, Connecticut
• Past Board Member – Brooke Industries located in Fond du Lac, Wisconsin
• Past Advisory Committee Member – Moraine Park Technical College
• Cornell Extension – New York Master Forest Owner Volunteer
UTC – ACE Associate Certification awarded June 2009
UTC – Ito University & Leadership Training
Industrial Engineer and Toolmaker’s Apprentice
ISO Internal Auditor Training
APICS – CPIM Certification awarded December of 1990
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