GREGORY DAVID AGNEW

**** ******* *** ****: 760-***-****

San Marcos, California 92078 abm5n3@r.postjobfree.com

Industrially diversified manager with extensive experience in Product

Development, Process Development, Plant Management, Lean Manufacturing and

Six Sigma (BB) implementation, as well as Business Development, Metric

Implementation, and Staff Development. Excel in 'turn around' situations

and cost reduction opportunities. Six Sigma Certified (Black Belt and

Green Belt, Motorola) and Lean Manufacturing trained (DemandPoint).

EDUCATION:

Indiana University Masters, Business and Operations (MBA)

1998

Wayne State University Masters of Science, Chemical Engineering

1993

Purdue University Bachelors of Science, Chemical Engineering

1985

PROFESSIONAL EXPERIENCE:

Henkel

Director of Operations, Americas (Ablestik), Rancho Dominguez, CA July

2008 to Present

Manage six sites within the United States, Mexico, and South America (+5

contract manufacturing sites).

. Instituted Service Level Agreements (SLA's) for third party manufacturing

operations as well as Divisional alignment.

. Start-up of new manufacturing facility in Manaus, Brazil as well as

expansion within existing site in Mexico City.

. Implemented Lean Manufacturing in Rancho facility, resulting in 37% less

manpower to drive the same tonnage.

. Reduced cost structure in Americas Operations by 23% through Bu/Td

budgeting execution.

. Drove Customer Service response time to 98.6% (30% increase) on internal

customer request of 24 hours.

. Driving redistribution of products and consolidation of operations in

Americas, resulting in four less plants.

. Implemented internal EH&S Audit practice, driving new sites to 57% less

incidents over previous year.

. Member of the Global Executive Leadership Team.

Global Director of Operations & Engineering (Ablestik), Rancho Dominguez,

CA December 2006 to July 2008

Managed O&E for Division of National-Starch, a multi-site operation in five

countries, including Asia.

. Improved global On-Time Delivery from 92% on average to >98% monthly

(worst site from 86% to 99.6%).

. Decreased scrap in excess of $1 million annually, a reduction of 68% (via

6 Sigma methodology).

. Implemented Lean Manufacturing in Film Department, resulting in 58% less

personnel while increasing annual throughput and decreasing cycle time by

72%.

. Rebalanced product portfolio to reduce overall manufacturing cost and

improve customer intimacy.

. Design for Six Sigma methodology in new product development and

engineering, resulting in 63% less claims

. Instituted "Balanced Scorecard" methodology within Operations, driving

key metrics to World Class levels.

. Reorganized Engineering to improve focus on both long and short term

initiatives, resulting in a 42% reduction of RCA's generated and two

patents generated.

. Drove "CARE" culture; generating survey, tabulated feedback, and

providing managers with corrective training.

. Instituted workflow-monitoring methodology to 'balance' production and

improve delivery within SAP system.

. Established "predictive" maintenance methodology and program at Rancho

site, reducing headcount by 20%

. Instituted Zero based EH&S incident and ownership philosophy, driving

TRC's and LTC's to zero in 2008.

. Reduced working capital by >$5 million through elimination of Zsem's and

gross reduction in raw materials on hand.

. Drove Inventory Turns to all-time highs (>20 turns in a custom chemical,

make to order business).

. Implemented Capital planning methodology.

Pfizer

Director, FM Operations & Engineering, La Jolla, CA March 2004 to

September 2006

Managed multi-site development operation, transitioning group from a

reactional environment to fully functioning Process Improvement culture.

. Actively engaged in employee development, leading transition from 0 to 7

currently enrolled in Graduate programs.

. Helped transition from entirely leased facilities to fully-owned, multi-

site West Coast operations-saving $3.4 million.

. Drove process improvements through Lean/Six Sigma, delivering in excess

of $2 million savings "annually".

. Received 2005 Industrial Environmental Association "Environmental

Responsibility Award"

. Instituted SLA driven Supply Chain, saving over $0.5 million in contracts

while dramatically improving vendor performance. Used to model Corporate

AtS SLO reductions as well as Vendor Consolidation activities.

. Awarded annual EPA Region 9 "Environmental Award", given to only one

company per year.

. First site to incorporate "culture" of Continuous Improvement; identified

by Corporate as a program to "emulate".

. Authored Corporate "Metric" program for Division, using Hyperion software

and Kaplan's vision.

. Incorporated Power Management System to avoid 'rolling blackouts'.

System also provides ability to automatically reduce power demand.

Recognized by SDG&E in News Article, Nov. 2005.

. Capitalized on PMS to eliminate "all" future site power outages due to

grid issues. Only site in Corporation with such capability; $2 million

per day cost avoidance.

. Transformed site from "worst" performer to the consistently "best" per

the Corporate Metric System (Scorecard).

. Adopted technology from sister site in England to improve productivity.

Innovatively manned system remotely (via Groton site) on off-shifts and

weekends. Project lead by 'hourly mechanic', eliminating need for 4-8

technicians.

. Capitalized on current infrastructure to dramatically reduce

implementation cost of PMS system, avoiding future product loss.

. Managed inventory reduction of direct and indirect materials, removing in

excess of $6 million from the bottom line.

. Proactively reduced Expense budget by 25% while improving quality and

reliability; improved forecast to within 1%.

. Received 2004 "GO Beyond Excellence" award for launching 24/7 multi-

Network Operations at La Jolla.

. Employed "Process Modeling" program to estimate staffing required to

drive operations. Adopted by Network.

. Implemented "predictive" maintenance philosophy at site, reducing

required maintenance staff by 50%.

Assoc. Site Director (Plant Manager), Terre Haute, IN Feb. 2002 to March

2004

Managed transition of operations through the application of strategic

planning, cost containment, forecasting, infrastructure development, and

procedural implementation. Responsible for P&L, budgeting, EH&S,

engineering, maintenance, and facilities related issues.

. Executed site "Master Plan", outlining capabilities contrasted to

forecasts. Increased Capital Funding by 500%.

. Orchestrated start-up of a $35 million, state-of-the-art BSL-2 facility

without loss of time or functionality

. Justified 'Profit Center' approach based on CRO comparison, based on

writing of sites first "Business Plan".

. Contained costs and enhanced Pfizer-Contractor relationships by

implementing SLA system. $250,000+ ann. savings.

. Multidiscipline approach enhanced site problem-solving abilities,

improved process efficiencies, and tracking of data.

. Negotiated facility land acquisition to accommodate future interests

(Master Plan), increasing from 64 to 731 acres.

. Increased throughput by 36% while reducing cost by adding front-end

feeder alignment.

. Project management for five new facilities and three major renovations,

from justification to completion.

. Electronically scripted and restructured SOP's, wrote A3LAC facility

compliance procedures, restructured EH&S and managed cGMP activities.

Zero citations from FDA/USDA and EH&S during tenure.

. Active member of sites IACUC committee, obtaining a 90%+ reduction in

internal deficiency notations.

Ingersoll-Rand

Manager, Process/Product Development, Indianapolis, IN Aug. 1998 to Feb.

2002

Challenged to lead development of product, materials, coatings and

technologies, introduce methods and designs to increase functionality, and

redesign and implement "Lean" processes to reduce manufacturing costs.

. Co-led team that established funding for development activities by

presenting to the Board of Directors.

. Acquired facility to house Process/Product Development activities,

managing infrastructure implementation.

. Managed site, hired and managed all staff, and directed all

Process/Product Development activities.

. Developed new architectural column that launched customer (Dixie-Pacific)

entry into the porch post/rail market.

. Managed International co-development activities with Hauzer of the

Netherlands, producing a unique reactor.

. Introduced overmolding (PVD/PECVD) process to produce metallic luster for

Schlage Lock. $1.5+ million annual rev.

( Replaced two-step injection molding/wet paint process with the

development of mold-in-color. Gained a $200,000+

( Led development of injection molding w/direct PVD metal nitride

disposition (no hazardous waste produced). Reduced product costs by 50%.

( Provided technical and engineering expertise for a successful

retrofit program to resolve Club Car field failures via Nitrided splines

($2 million warranty avoidance).

( Replaced stainless steel with carbon steel coated rotor capable of

withstanding high-abrasions/temperatures. Delivered an annual $300,000+

cost savings.

. Spearheaded development of a multi-ECR reactor for Schlage Lock that

facilitates the manufacturing of architectural hardware. Estimated $1.5

million annual savings

. Applied Lean/Kaizen event at LCN to increase throughput while reducing

burn-in failure rates by 18%.

( Managed co-development activities with the University of Cincinnati,

producing three unique metal nitride finishes.

( Developed new product line for Steelcraft, significantly improving

overall performance while reducing product cost.

( Managed the international investigational activities with regards to

the acquisition of ACT in London, England.

. Led chemical precursor development activities with Soci t des

Produits Chimiques d' of France.

Project Manager (formally N-S), S. Bend, IN

Feb. 1996 to Aug. 1998

. Group leader for new facilities start-up (Knoxville, TN), responsible for

design, construction and product release.

( Assisted in the implementation of ISO 9000 quality system, writing

all documents pertaining to department.

( Led development of NOX free coating, eliminating the requirement of

regulatory fines and process restrictions.

. Led reactor development project, leading to United States patent and

several material discoveries.

. Justified new manufacturing facilities based on ROI, counter to

company movement, located in MI and OK.

( Quickly resolved (less than 8 hours) long-standing chemical

processing problem, avoiding a Big 3 shutdown.

Reilly

Plant Manager, Melvindale, MI April 1994 to Feb. 1996

Senior Operating Executive with P&L responsibility for the strategic

planning, development, operating management and turnaround of production

operation.

( Headed ISO9000/QS9000 quality certification and accelerated

commitment to maintenance practices with the introduction of a plant-wide

preventative maintenance program.

. Led site to acquire adjacent manufacturing facility to compliment

expansion activities.

. Implemented Lean Manufacturing philosophy, converting front-end delivery

system into 'pull' strategy.

. Recorded highest sales Month, Quarter and Year - during contract

negotiation period.

. Instrumental in gaining Japanese automotive business, specifically Honda

through their Tier II supplier.

( Analyzed processes and created an improved program that reduced scrap

from 10% to less than 3%.

( Forged positive union relations while obtaining favorable resolutions

to grievance proceedings.

. Negotiated new contract with the UAW while thwarting a proposed strike

and work shutdown.

( Partnered with sales team to identify/capitalize on new business

opportunities, and served as key liaison with customers to clarify

expectations and product/service requirements.

Federal-Mogul

Department Manager, Blacksburg, VA April 1991 to April 1994

Delivered significant improvements in quality, productivity, customer

satisfaction and cost control through implementation of advanced

operating processes.

( Restored credibility with customers. Credited with "saving"

Caterpillar account and generating new business.

( Resolved an overplate adhesion problem using Six Sigma methodology

that delivered a $600,000 cost savings

. Captured a $400,000+ cost savings through identification of process

bottlenecks and implementing manufacturing changes that eliminated re-

broaching flange bearing while achieving optimal wall tolerance.

( Brought site into full compliance with automotive customers,

achieving AL2A and ISO900 certification as well.

. Co-led implementation of Lean Manufacturing program, reducing WIP by $26

Million and increasing on-time delivery from 61% to over 99%.

. Achieved full compliance with all EH&S regulations with zero citations

for 'large' industrial wastewater complex.

. Kept site 'open' by negotiating new discharge permit with the city of

Blacksburg (first industry allowed permit).

. Assumed leading role in the design and installation of new Buick

production equipment, obtaining design goal of 1.8 CpK on 0.0005" wall

tolerance.

Research Engineer, Ann Arbor, MI April 1987 to April 1991

( Designed a high-resistance valve for engine bearing plating racks and

orchestrated the development of polyimide coatings for a new anti-fatigue

barrier.

. First to use Six Sigma techniques to develop and optimize processes and

equipment, studied under George Box.

( Produced 10-micron deposit through galvanic process, incorporated

into Ford Zeta's engine program in Europe.

. Implemented new chemical process at Orleans, France facility as well as

Wiesbaden, Germany.

( Achieved regulatory compliance for developing a method that removed

hazardous lead contaminates from zincate.

Early Career (1985 to 1987) Project Engineer with Hohman Plating and

Manufacturing.

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