Manager Quality

GREGORY A. PETTIT

* ******

Irvine, CA *****

Res. 949-***-****

Cell 949-***-****

***********@***.***

EDUCATION

. B.S. Industrial and Mechanical Engineering, West Virginia Institute

of Technology, Montgomery, WV, 8/94

. ONE of only four Americans to be taught by both Taichii Ohno and Dr.

Shingo while working for Toyota. I hold the title of Lean Sensei from

Toyota.

o Lean Manufacturing Training: Japanese Lean Continuous

Improvement Methods, Tokyo Institute of Technology, Tokyo,

Japan, Masters Degree 3/09

. Received the Deming award for my contributions in implementing Lean in

the US. 2009

. Certification: Six Sigma Black Belt, Allied Signal/GE, Tampa, FL, 1999

. Senior Member American Society for Quality (ASQ) 5/2006

. AWS Certification in Welding

. Left Crane to go to obtain my Master's degree in Tokyo, Japan

2008-2010

PRODUCTION EXPERIENCE

Barksdale (Crane) Los Angeles, CA

2004-2008

Automotive suspension valves/medical equipment/aerospace/military control

valves manufacturing

(Left Crane to obtain my Master's degree in Japan)

Director of Operations/Member of the Operations Excellence Board

. Chosen to make a presentation on lean and CELL Leadership to the

president's quarterly meeting to enforce a stronger team concept

throughout the entire corporation. The lean team created the

president's choice award for the most outstanding Cell in the entire

organization. The responsible Cell won the Shingo Prize for Barksdale

as one of the top 50 leanest and most efficient cells in the country

(2006)

. Trained the workforce on the latest Toyota Production System, JIT,

lean, TPM, KANBAN, HEIJUNKA methods and implemented the new method

while conducting Kaizen trainings and introducing/ implementing

quality control. Also prepared all ROI/cost analysis to support my

recommendations, as well as prepared financial documents for the

company.

. Held more than 175 Kaizens at Barksdale and other facilities in the

US

. Increased production FROM 49% to 68% in less than one year.

. Improved the production/planning and managed all assembly lines (150

employees) by teaching and implementing lean tools throughout the

facility.

. Ensured that the product(s) meet federal safety requirements for

OSHA.

. Trained and managed six Mechanical Engineers and 8 Quality Engineers.

. Warehouse on time efficiency improved to 90%.with an average of 8

turns.

Delegated authority and motivate employees to improve all aspects of

the manufacturing process.

. Responsible for high profile instrument Catalyst manufacturing

strategic planning processes / projects, including the annual strategy

review, in depth review of key strategic issues and investment

prioritization.

. Ensured the best use of organization resources in defining and

planning goals, objectives, and programs to achieve the strategic plan

and to achieve growth and profitability.

. Ensured spending and savings reviews are completed by cost centers

monthly and perform to plan, all variances are investigated and well

understood, support annual productivity goals by working within

Instrument Solutions and with Supply Chain.

. Ensured product availability and daily linearity goals are met through

execution of the build plan and directly support inventory goals.

. Significantly reduced the Cost of Poor Quality of all manufacturing

cells by 80% from 61%.

. Developed and implemented strategies to increase efficiency maintain

quality and ensure continuous improvement of policies, systems, and

procedures.

. Defined equipment and capital investments required to support

manufacturing and service.

. Responsible for the daily production operations of the manufacturing

floor and all its components.

. Ensured annual Organization Development plans were in place, including

individual development plans are executed and 100% monthly execution

on reviews.

. Managed the day-to-day activities of the manufacturing process to

assure that safety and best practices are maximized.

. Supported ongoing Safety program, including roll out of enhanced

initiatives including physical audits and other initiatives.

. Helped increased company revenue from $28MM to$ 69MM in just 4 years.

. Developed annual manufacturing operating budget

. P & L responsibility of $500k

. Improved Employee Communication by conducting 1:1 meetings with direct

reports to ensure proper communication at all times.

Trench Plate Corp. Downey, CA

2002-2004

Underground shoring equipment manufacturing

Plant Manager

. Increased production by 78% in less than two years using lean

manufacturing techniques.

. Managed the entire production operation of 30 employees producing $58

MM year.

. Conducted capability studies to justify the requirements for new,

more modern plant equipment. Prepared ROI and cost analysis to

support equipment purchases and participated in the preparation of

financial documents.

. Trained 26 production employees in Downey and 11 other repair

facilities in the Toyota Production System, JIT, lean methodology and

the use of the true Kanban System. Conducted Kaizen training and

events.

. Responded to machine problems/failures and quality issues (24 hrs)

. Managed product rework.

. Reviewed and maintained quality of production for all shifts

. Coordinated and conduct shift meetings

. Prepared, schedule and oversee R&D sample runs and initial product

runs

. Participated in plant production and maintenance planning and

scheduling

. Participated in special projects to contribute special competencies

and practices

. Monitored raw material inventories, customer owned inventories and

operational supplies

. Insured adherence with all management systems including ISO 9001:2000.

. Prepared reports and documentation regarding plant production

. Worked with Quality Manager on auditing for quality

. Coordinated the set up and monitored the production runs, maintained

efficient operation of all lines

. Coordinated the work flow priority, prepared work schedules for all

lines and communicate the scheduling to the line supervisor.

Eurodesign Corp. Chino, CA

1999-2002

High-end cabinets' manufacturer

Senior Operations Manager

. Increased production from an output of 275 units per day to 650 units

per day and decreased downtime by 42%.

. Increased on-time deliveries by 37% from 29%.

. Recommended and implemented manufacturing improvements resulting in

overall production improvement of 82%.

. Implemented lean techniques on the assembly lines to help increase

production and improve quality. Approved or changed current

cabinet/table drawings per customer's order

. Educated the workforce on how to use SPC and measuring. Taught the

management team to use performance boards,downtime data such as OEE

and KPI to understand machinery performance as well as the entire

production floor performance from day to day.

. Designed new electro-mechanical equipment to improve quality by using

AutoCAD.

Pennzoil Products Co. Vernon, CA 1994-

1999

Manufacturer of motor oil formulations

Supervisor/Engineer

. Reduced downtime from 3,500 minutes to less than 200 minutes, and

increased production to over 80%.

. Increased line efficiency from 37% to 79%.

. Moved the plant's ranking in overall production from fifth (of five

Pennzoil plants) to first in one year.

. Directed plant's entire production operation and maintenance (150

employees).

. Received Quarterly Manager Award on Four occasions for implementing a

changeover process that saved Pennzoil $150k per month.

. This oil Manufacturing facility was on the front of the July 1999

Business World Magazine for being one of the most improved large

company to undergo a major drastic change on the way we did

production and business. The company was the best running Oil

manufacturing company in the US.(1998-1999)

Toyota Motor Corp. Nagoya, Japan

1988 to 1993

. Chosen by the State of West Virginia to participate in a cultural

exchanged program with Japan to train U.S. workers in Japan and the

Japanese workers in the U.S.

. Began as a production employee and later appointed to the CO-OP

industrial engineer while attending the Tokyo Institute of Technology

to obtained my Lean Certification. Returned to the U.S. to complete

undergraduate engineering Technology Degree, returning to work in

Japan in the summers.

. Assisted the engineering department in production improvements and

evaluations, including plant layout, cost studies, TPM, and waste and

quality control studies.

. Participated in JIT/MIT training, Kaizen events, the use of Kanban

and lean production.

. Conducted more than 500 Kaizens while at Toyota.

. Part of a team that had found waste, unbalanced lines as well as

improved the use of Supply Chain scheduling among the operators/water

spiders that resulted in enormous savings for the company.

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