Project Manager Engineer

GREGORY J. BRETON, MBA

**** ********* ***** ■ Chambersburg, Pennsylvania 17202 ■ Cell 717-***-**** ■ abnrjk@r.postjobfree.com

http://www.linkedin.com/in/GregoryBreton

Innovative, energetic and results-oriented business professional with over 11 years of progressive experience

as a catalyst for change, providing lean and cost-effective business solutions, increasing working capital.

AREAS OF EXPERTISE

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Capital and Project Management Strategic Business Management

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Process mapping and root cause analysis Earned Value Management

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Lean manufacturing leadership and techniques Capacity planning and modeling

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(Kaizen, JIT, 5S, VSM, DFMA, PFMEA, DMAIC) Fluent in French

PROFESSIONAL EXPERIENCE

Oshkosh Corporation, JLG Industries Division May 2001 to January 2009

Operations Manager, New Product Development (NPD) (August 2007 – January 2009)

• Analyze business concerns and issues as improvement opportunities, interpret operational needs and

provide quantifiable feedback leading and supporting a decision making process resulting in resolution.

• Present an innovative business model defining new value-propositions through the application of critical

thinking, participatory management and lean business principles to derive a future vision of New Product

Development.

• Lead and gain commitment from cross-functional teams of professionals via win-win relationships to

benchmark the existing method, perform a process gap analysis using VSM and obtain group buy-in of

recommendations.

• Create business cases to evaluate and recommend business initiatives, supported by the translation of

gathered data into logical and derived conclusions, communicating short and long term goals to senior

management.

• Institute new team member roles and establish a performance matrix including Key Performance Indicators

to review expectations and recognition of individual achievements as to improve overall team matrix

performance.

• Guide five interdisciplinary teams to identify design improvements supported with documented cost savings

and obtain directors’ support across the value-stream, resulting in a 30% increase in profit margins by 2012.

• Define Best Manufacturing Practices across plants through effective lines of communication and create a

Knowledge Database to facilitate knowledge transfer, while reviewing lessons learned for future improvements.

Sr. Industrial Engineer / Operations Project Manager III (August 2005 –

July 2007)

• Develop the JLG fiscal 2007 manufacturing strategic plan, coordinating across 4 U.S. and 2 European

plants, and define strategic initiatives to support global market demand while balancing workload between

facilities.

• Provide a detailed MS Project timeline, negotiated with contractors and team members to define the critical

path used to prioritize, focus and coordinate team activities and resources between junior project managers.

• Identify, establish and monitor contingency plans to mitigate or prevent project risks from impacting the

project.

• Present weekly project status updates to senior management to provide the big picture and

recommendations.

• Generate planning costs and timelines of several critical, highly visible concurrent projects and lead them to

successful completion through diligent planning and execution, increasing plant production capacity by 50%.

Resume of Gregory J. Breton page 2

• Coordinate the creation of the annual manufacturing budget, maintain accountability of the $80 million global

capital budget, and develop the Fixed Assets Accounting approval procedure to train capital project managers.

• Implement single-piece flow into fabrication, using Kaizen events to re-layout all 12 robotic weld cells, thereby

eliminating batching, leading to 50% reduction of process waste including raw and finished materials inventory.

• Facilitate or join in several Kaizen or Lean events, including in the manufacturing, fabrication, accounting and

paint departments, to eliminate process waste and generate over $8 millions in cost savings or cost avoidance.

• Coach of lean processes and methodologies to 15 engineers and new employees while serving as a role

model in the efficient use of time management and effective project management techniques.

Industrial Engineer / Operations Project Manager II (August 2003 – July 2005)

• Integrate the Omniquip TMH acquisition into operations two weeks ahead of schedule by negotiating time

constraints; yielding $1.5 millions of added profits.

• Develop a detailed CAD layout of the 530,000 ft.2 McConnellsburg plant to facilitate communication to upper

management of recommendations that optimize process flow and floor space utilization.

• Define and standardize the assembly line creation procedure, reducing the learning curve for engineers.

• Act as line supervisor to coordinate and prioritize production staff activities in response to changing market

needs, meeting our fiscal year-end commitments.

• Obtain an average of $1,000,000 of documented yearly cost savings through lean process improvements,

including outsourcing, year to year in a low volume, high-mix production environment.

Industrial Engineer / Operations Project Manager I (May 2001 – July 2003)

• Create a new production line to integrate the Gradall TMH acquisition into manufacturing operations, defining a

clear Work-Breakdown Structure (WBS), and implementing major capital equipment to increase through-put.

• Develop an Excel forecasting model that defines production efficiency across production lines based on

demand.

• Consolidate two production lines through process improvements, leading to 50% reduction in labor

requirements.

• Define and share new methodologies to perform standard time studies and capacity planning more efficiently.

• Participate in a Six-Sigma Black belt project achieving $300,000 cost savings in raw material inventory

reduction.

Corning Frequency Control 2000 to 2001

Industrial Engineer (Consultant)

• Define all product COGS by value-stream mapping the process flow and providing an accounting cost summary.

Automatic Database Processing (Emerging Small Business Division (SBD)) 1999 to

2000

Service Management Analyst

• Use VSM and Excel to generate a forecasting simulation of the printing capacity and constraint at every U.S.

site.

FORMAL EDUCATION & CREDENTIALS

MBA – Pennsylvania State University (2008)

Strategic analysis of Restek Corporation during 2 residencies – includes financial, industry, and SWOT analysis.

Certificate of Advanced Studies in Business, MBA core courses – Shippensburg University (2006)

Strategic Planning & Leadership – Placed 1st in class and 10th of 533 competing teams (top 2%) worldwide

Bachelor of Science in Industrial Engineering - Pennsylvania State University (1999)

Including: Focus on Ergonomics as well as OSHA Rules and Regulations, including Lock-Out / Tag-out.

Resume of Gregory J. Breton page 2

Certificates:

- Project Management - Communication and Essentials of Communication

- Change Management - Leadership Development and Teambuilding

- Access 2000 - Communicating with Professionalism and Diplomacy

TECHNICAL SKILLS

MS Office Suite (Excel, Word, Access, MS Project, Power Point, Visio), Lotus Notes, AutoCAD LT, AS400

PROFESSIONAL AFFILIATIONS

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Association of Manufacturing Excellence Institute of Industrial Engineers (IIE)

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Continuous Improvement, Six Sigma, & Lean Group Lean Six Sigma

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