Gregory E. Middleton

** ******* ******

Lake Wylie, SC 29710 870-***-****

abglz0@r.postjobfree.com 803-***-****

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

profitability and promote safety and a healthy environment.

EXPERIENCE:

2011 – PRESENT WILBERT PL ASTIC SERVICES: THERMOFORMIN G DIVISION

Wilbert Plastic Services is one the largest Thermoform operations in the US. Makes heavy

gauge custom plastic components, offers processing, material handling and packaging

and provides thermoforming and injection molding to a wide range of customers.

Operations Manager – Belmont, North Carolina

: Oversee day to day manufacturing.

: Provided accounting with sales forecasting.

: Maintained labor and productivity to bud get.

: Surpassed EBITDA targets per budget.

: Improved plant layout and 5S principles.

: Responsible for scheduling, tooling and plant maintenance.

2 007 – 2011 S NYDER INDUSTRIES: L ARGE ROTATIONAL MOLD ING COMPANY.

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

material handling, intermediate bulk and septic plastic tank industry.

Plant Manager – Marked Tree, AR: Full P&L responsibility

: Attained recertification of SHARPS safety status

: Increased EBITDA from 5% range to current 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.

: Improved Plant layout and implemented 5S principles.

2006 – 2007 DLH Industries: Manufacturer of Sunroof drain and under the hood Hose

Assemblies. GM is the main customer. Currently at 3 years with “ZERO” PPM to GM. TS-

16949/MS-14000 Certification

Plant Manager – Molding Division: Responsible for all plant functions including P&L, Safety

and Quality.

: Lights out operation running with 30-injection molding machines ranging from 30 ton to 250 ton.

: Instrumental in bringing in and setting up 2 new ROBOSHOT 55 ton electric injection -molding machines.

: Increase 5S awareness and implementation.

: Striving to improve cost through cycle improvements, tooling modification s, process optimization and

additional training for process technicians.

2001 – 2006 Niles America, Inc.: Manufacturer of multifunctional electromechanical

switches and relays. Japanese owned plant. Three shift operation with 480 employees and

$120 million in sales. General Motors is the main customer base along with Nissan and

Honda. ISO/QS 9000 certified. MS 14000 certified. The plant has been recommended for

certification for TS 16949.

Production Manager – WINTECH Ind. and Micro Craft Inc. – A Niles Company: Niles is a

Manufacturer of multifunctional switches. Main customer base is General Motors and

Honda Corporation.

: Accountable for forecasting, budgeting and labor control.

: Three successful launches this year. 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 activities

and training.

: Reduced manpower requirements over 30% through continuous improvement activities.

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

: Instrumental in eliminating CS2 sort cost by customer. Saved cost avoidance of over $100K a month.

Group Manager – Niles America – WINTECH IND: Oversee Injection Molding Operation.

Produce tight tolerance processing range of (.001). Includes stamping and insert molding.

: 5S coordinator for the plant.

: 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. FIFO.

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

: Improved machine efficiency and OEE. Improved cost by reducing a 7-day operation to a 5-day operation

while maintaining same production and customer requirements .

1999–2001 PLASTECH Corporation: 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. Ford and

Chrysler are the main customers.

Plant Manager: Elwood, Indiana

: Complete manufacturing responsibilities.

: 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 plant layout and set up kanban for automatic scheduling.

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

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

: Obtained ISO/QS 9000 certification and put plant in line for Q1 status for Ford.

1998–1999 Lear Corporation: Manufacturer of interior trim components for GM and BMW.

Operations consisted of injection molding and assembly of seat backs, center consoles and

door panels. Plant had 720 employees with $120 million in sales.

Business Unit Manager:

: Responsible for injection molding, tool and die, maintenance and process engineering.

: Implemented MP2 predictive maintenance program.

: Set up process technician training.

: Liaison to GM as customer contact.

: Instrumental in $14 million expansion project.

: Reduced cycle times more than 20% by repairing and modifying robotics and proven process capabilities.

1994–1998 ARKAY plastics: Manufacturer of interior trim and under the hood

components. Operations included UL controlled safety items such as air bags and engine

fan blades. The plant had 160 employees with $27 million in sales.

Plant Manager: Monroe, OH and Paris, IL

: Responsible for manufacturing, equipment and personnel.

: Recorded and realized $2 million cost savings through labor reduction and cycle improvements.

: Implemented TPS methods and utilized 5S techniques for organization.

: Developed plant as “showcase” plant to all potential and existing customers.

: Reduced molding cycles and eliminated scrap through RJG technology by using and placing cavity pressure

transducers at closest to end of fill locations as possible for optimum process control.

1990–1994 Automotive Industries: Manufacturer of interior trim components for Ford and

Chrysler. Operations included injection molding, paint and complete assembly of door

panels and supporting interior automotive trim. The plant had 720 employees with $10 0

million in sales.

Production Manager: Greencastle, IN

: Increased molding output 25% by implementing continuous improvement activities and generated teams

for training and implementation.

: Improved assembly operations by 36% while reducing labor and im proving quality.

: Received Chrysler Penta Star award for door assembly operation.

: Obtained Ford Q1 rating.

: Participated in 6 month Kaizen training exercise with Mazda.

Education: 2 years Business Management

Additional Training:

Advanced and Basic Injection Molding, Compression and Insert Molding, Rotational Molding, Metal Stamping,

Thermoforming, Assemblies, Poke Yoke, Painting, Kaizen, TPS, Performance Management, Six Sigma,

APQP, TS 16949, ISO/QS 9000 Certified Auditor, TQM, PDCA, MP2, MRP, Huma n Resources, Continuous

Improvement methods, etc.

References upon request

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