Manager Sales

Greg Wrona

Email: abqas2@r.postjobfree.com

Address: ***** ***** **** **.

City: Holland

State: MI

Zip: 49424

Country: USA

Phone: 616-***-****

Skill Level: Director

Salary Range: $150,000

Willing to Relocate

Primary Skills/Experience:

See Resume

Educational Background:

See Resume

Job History / Details:

GREGORY J. WRONA

14842 Creek Edge Drive Holland, MI 49424 CELL: 616-***-**** abqas2@r.postjobfree.com

Senior Management Executive Manufacturing Operations

An executive leadership team member that develops and enhances organizational capabilities, providing sustainable competitive business advantages. Positively transforms operations through an energizing and enabling continuous improvement environment to drive enhanced customer satisfaction & relationships, growth, profitability and team member development, engagement & contributions.

Areas of Expertise

Corporate Impact

Creativity before capital Achieved both cost savings and avoidance of millions of dollars of planned spending through Lean training and implementation.

Transformed operating cultures from an It cant be done philosophy into achievements including $10M in new product sales through innovative product and process development, margin improvements of 6-30% and key performance results far exceeding expectations.

Recognized by Customers, CEO, Board and national publications for leading change in an organization, quality achievement, excellent customer service and exceptional business performance leading to customer retention, securing new customers and additional sales.

Developed and led a Customer Experience Manufacturing Site designed to build and enhance client relationships. Visits increased sales win rate by 30%.

Corporate Team Projects mergers, acquisitions and integrations adding $135M of new business, $20M OpEx reduction, ISO/QS Certifications, environmental strategy for zero footprint, achieving 100% renewable energy usage, business development and commercialization, numerous product launches, plant consolidations and relocations, plant turnarounds, international business experience.

Best Places to Work- Consistent recognition in national & regional publication employee surveys.

Achieved OSHA STAR status for multiple sites for outstanding safety culture and performance.

Toyota Production System Implementation

Toyota Supplier Support Center coaching. Led model sites for corporate TPS development.

Lean enterprise development and transformation, not just the tools. Leadership and hands-on training to thousands of employees in businesses ranging from $50M to $800M.

Operations

Herman Miller Inc. Premium work, education and healthcare furniture and environments. OEM.

Delco Remy International - High volume automotive starter and alternator remanufacturing. Tier 1.

Detroit Diesel Corporation New and remanufactured engines and components. Tier 1, OEM.

Leadership of up to 1400 employees, $800M in sales, multi-state and campus facilities, union and non-union, through both explosive growth and severe economic downturn cycles.

Direct report and matrix leadership teams - Directors and Managers of Manufacturing, Quality, Safety, Finance, Human Resources, Continuous Improvement, Supply Chain Management, Materials Planning and Production Scheduling, Shipping and Receiving, Manufacturing Engineering, Product Engineering, Facility & Production Maintenance and New Product Development.

ONE TEAM for shared drive and purpose

Mentored and coached to eliminate silo thinking, leveraging business learning and improvements through leadership development in communication & training, information alignment and transparency, business literacy and corporate values.

Established and led talent development programs for entry level supervisors and fast track leadership candidates for corporate growth initiatives.

Professional Experience

GRN of HOLLAND, MI - Managing Partner January 2012 - Present

Executive and Professional Recruiting

GW CONSULTING, LLC Holland, MI - President June 2010 - Present

Providing professional manufacturing consulting services, focusing on Operational Excellence.

HERMAN MILLER, INC. Zeeland, MI (HMI) December 1998 May 2010

Vice President of Operations Nemschoff, Inc. - Sheboygan, WI (June 2009-May 2010)

Fully integrated a newly acquired $100M healthcare furniture manufacturer into the HMI organization. Evaluated current condition and implemented operations strategy to align performance and cost structure with HMI Healthcare targets while respecting company values and culture. Three sites in Wisconsin and Iowa with 500 employees. Reported to the Executive Vice President of Operations & the President of Healthcare.

Restructured the first year ownership strategy rapidly responding to a 40% decrease in sales.

Challenged new team and achieved a $300K immediate cost reduction. Within 10 months, implemented cost savings of $850K in process improvements with plans for $800K more. Reduced capital plan by $260K through improved maintenance and equipment utilization.

Turned around a troubled performance system.

Directed problem solving on reliability issues to improve from 75% to 95% completions.

Shifted to daily reliability metric to highlight problems and to eliminate one week planned dock lead-time.

Implemented production leveling tools, reducing severe schedule variations, improving labor and reliability.

Enhanced and enforced the PM program for machines and facility equipment, to improve uptime in constraint operations by 15% and avoiding catastrophic failures from problems identified.

Eliminated Seattle, WA production operations ($30M business) and relocated to Sheboygan, WI.

Project time line reduced by 50% after launch. Completed on time without interruption to customers.

Leveraged resources, streamlined manufacturing & developed innovative staff training that eliminated the need for relocating 15 members, saving $450K in costs, helping the project meet new, aggressive targets.

Identified and implemented key leadership structure changes to address both short and long term needs of the newly combined Seattle and Sheboygan operations teams.

Selected and trained internal candidate to assume VP of Operations role upon completion of my assignment.

General Manager South Operations Campus Holland & Zeeland, MI (Sept. 2006-June 2009)

Charged with the development of effective leadership strategies that impacted corporate processes and cost reductions. Took charge on talent planning, quality, safety, performance management, and organizational development for 1400 employees over two sites with $800M in sales. Promoted to Vice President.

Aligned and energized the site while implementing TPS.

Created and led site leadership meetings for 110 managers and leads to ensure clear expectations around the what & how of work needed, enabling the desired operating transformation and improving performance.

Established a coaching program to improve performance and create a TPS learning enterprise.

Reduced corporate expenses as member of the Business Operations Team, chartered by the CEO.

Established increased compliance across the company by generating 243 cost saving ideas: $3.2M implemented short term, $8.6M planned and $13M required additional development and review.

Re-established confidence, support and trust from Senior Executives and the organization through consistent performance excellence, paving the way for approval of previously failed critical project requests.

Example - Implemented a $3.5M finishing project in one year with a 1.3 year payback with improved safety, dependability, finish appearance, durability & performance and elimination of solvent and CO2 emissions.

Director International HMI Operations Bath, England (Apr. 2006-Sept.2006)

Provided interim leadership for all U.K. operations and hired successor Operations Director. Promoted.

General Manager GreenHouse HMI Seating Operations Holland, MI (Aug. 1999-Mar. 2006)

Directed a cross-functional team of five Operations managers, Engineering, Quality, Materials Planning & Scheduling, HR, Finance, Safety, Product Engineering, and New Product Development with 400 members generating over $400M. Prepped new location and seamlessly relocated all operations in four months. Achieved a 100,000-PPM improvement in customer reported quality during a period of unprecedented company growth. Over ten years, the product models produced in the same footprint grew from 4 to 14 while sales dollars doubled and inventory fell from $3.2 to $1.1M with plant turns of 98, units per labor hour doubled and total labor was reduced by more than 50%. The GreenHouse, a LEED Pioneer designated facility, is a Customer Experience site with daily client, investor and guest tours of the product showrooms and operations. Visits increased sales win rate by 30%. It stands today as the Flagship Operation and model site for TPS, employee satisfaction, quality, safety and environmental performance. Promoted.

Senior Manager HMI Strategic Planning Zeeland, MI (Dec. 1998-Aug. 1999)

Developed the three-year business plan for HMI Operations. Promoted.

NABCO, Inc. Delco Remy - Vice President of Operations Reed City, MI (1997-1998)

Directed five QS9000 facilities leading a six manager staff for this $75M automotive components re-manufacturing subsidiary producing 80,000+ starters and alternators per week. Reported to the President.

Detroit Diesel Corp. General motors / Penske Corporation - Vice President of Operations (1978-1997)

Charged to relocate and consolidate two sites and pursue operations initiatives with 375 employees in a newly acquired 400,000 sq. ft. engine and component re-manufacturing division in Tooele, Utah. Previous assignments over 19 years at the 3.5 M sq. ft. Detroit campus progressed by promotion from GMI co-op student, Machine Shop Foreman, Manufacturing Engineer, Project Manager Strategic Sourcing of $80M of machined engine components, FMS Area Manager, Shift Superintendent to Superintendent of Engine Assembly, Test and Final Processing. Achievements included the implementation of Lean Manufacturing and the training of the workforce in pull systems, waste identification, lead time reduction and 5S introduced during a period of unprecedented sales growth which ultimately led to reclaiming 25% of the on-highway truck market in an exciting turnaround.

Education, Certifications, Honors

Education with Distinction:

BSME, Manufacturing Engineering, General Motors Institute, Flint, MI (1983). Awarded Outstanding Achievement for Fifth Year Thesis.

Certifications & Continued Learning:

Learning to Lead at Toyota, Dr. H. Kent Bowen, Harvard University.

The Role of Top Management, Mr. Hajime Ohba, Toyota Supplier Support Center.

Six Sigma Black Belt Training Eastern Michigan University.

Emerging Leaders & Management of Managers, University of Michigan.

Pull System Certification The Thomas Group and a Motorola Lean Certified Trainer.

Business Performance Honors:

Masters of Quality Award, Freightliner Trucks (multiple years).

Quality Achievement Award, presented by DDC Chairman Roger Penske (multiple years).

Guest speaker International Research Symposium, Orlando, FL Leading Change in an Organization.

G.J. WRONA

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