Manager Manufacturing

Gary W. Perrine, CMfgE

**** ******* **** ***********, **** 45502

************@*****.*** 937-***-****

Plant Manager

Highly accomplished, performance-driven, Green Belt Lean executive with notable success in delivering impressive productivity improvements. Proven ability to successfully manage people and complete simultaneous projects on time, within budget, while maintaining attention to detail. Excellent listening and analyzing skills enables working well with others. International experience in outsourcing, manufacturing and equipment procurement.

Core Competencies

Strategic Planning

Project Management

Coaching

Technology Development

Multi-Facility Oversight

Capacity Planning

Workforce Management

P&L Responsibilities

Operating Budget

Team Leadership

Problem Solving

Quality Assurance

Industrial Relations

Contract Negotiation

Operations Management

Product Development

Engineering Management

Lean Manufacturing

Manufacturing Process

Maintenance & Service

Project Presentations

Professional Experience

COOORS TEK MEDICAL – Vandalia, Ohio

Manufacturing Supervision 7/25/2016 - 11/03/2017

Supervise three shifts of production personnel in CNC machining, grinding, assembly, robotic/manual polishing and mass finishing operations. Determine and assign daily job assignments, to help insure the achievement of shipping and performance goals, while minimizing overtime and costs.

CHEMINEER, – Dayton, Ohio 2011 - 6/30/2016

A unit of Robbins & Myers. Purchased by National Oilwell Varco, February 2013

Facility Manager / Manufacturing Engineering Manager

Supervise Manufacturing Engineers - Assign and direct their daily activities, including the development of manufacturing processes, routing of parts, development of standards, creation of CNC programs, reduction of scrap/waste, problem solving, WIP reduction, process improvements, cost reductions, and justification/introduction of new tooling/equipment. Lead/participate in 6S, Lean, Kaizen, and Kanban activities.

Supervise Maintenance and Tool Room Personnel - Develop PM/TPM programs, monitor and determine daily priorities, then assign/monitor tasks.

Coordinate Contractors/Vendors - Determine need, justify, schedule and direct activities.

Key Achievements:

Introduced Waterjet technology, reducing lead time from 15 to 2 days, with an 8 month payback.

Justified new CNC machining cell, reducing routing times by 65% and lead time from 10 to 2 days.

Combined operations, from multiple machines, onto a new CNC lathe, reducing routing/lead time.

Improved machinery uptime to 98+%.

Project Leader for consolidating Chemineer and Moyno China production into a NOV China facility.

Coordinated building modifications and equipment installation from Chemineer Massachusetts into Dayton.

Coordinated building modifications and move of Springfield Moyno personnel into Dayton facility.

Gary W. Perrine, CMfgE Page 2

SEEPEX, INC., – Enon, Ohio 1998–2009

A subsidiary of Seepex GmbH + Co KG with 60 non-union employees.

Plant/Manufacturing Engineering Manager, (2001-2009)

Supervised Manufacturing Engineers and Maintenance personnel, as well as production personnel. Responsible for long-range production planning, including developing and maintaining three-year capital plan. Coordinated

manufacturing activities and executed production schedule. Justified, purchased, installed and developed tooling and machinery. Developed and audited manufacturing processes, trained operators, set standards, developed preventative maintenance programs, managed R&D, and initiated safety protocols. Coordinated, directed and assisted in maintenance of machinery, tooling, building and property. Initiated and coordinated efforts of sub-contractors, janitorial service, and grounds maintenance. Developed, maintained, monitored and implemented safety programs.

Key Achievements:

Justified new advanced rubber molding technology, reducing scrap over 50% and reducing product cost.

Developed preventative maintenance program (TPM) to reduce machine downtime by 75%.

Developed manufacturing procedures for ISO certification.

Supported implementation of 5S in a production area to help reduce scrap by 50%.

Utilized Kaizen to reduce product costs by more than 10% and WIP by 80%.

Upgraded pump-painting operations, reducing lead-time and improving paint appearance.

Upgraded testing capacity and capabilities to reduce manpower and lead-time, while improving test results.

Modified sandblast wand design, reducing cost by 65% and extending life by 900%.

Production Manager, (1998-2001)

Directed activities of pump assembly, shipping, painting, order picking, process planning, stator production, Manufacturing Engineering, Plant Engineering, quality control and maintenance. Developed and audited manufacturing processes, trained operators, set standards, developed material suppliers, created PM program and developed safety programs. Coordinated maintenance on machinery, tooling, facilities and property.

Key Achievements:

Coordinated construction of new building addition, more than doubling building size.

Moved rubber production from Malaysia to Ohio, reducing rubber scrap by more than 80%.

Developed sources for materials/supplies needed for manufacturing rubber parts, including elastomers.

Developed initial processes and procedures for making rubber parts.

Upgraded product packaging, reducing part damage, and loss during shipment.

Established inspection procedures for rubber parts and developed gauging for incoming pump parts.

Developed machining operations to increase capabilities, reduce inventory/lead-time and decrease cost.

Provided technical support for subcontracting of machined parts locally.

Education and Credentials

M. S. Industrial Engineering, Purdue University

B.S. Industrial Engineering, Purdue University

Additional Training: Microsoft Office, Manufacturing Engineering Certification, CNC Programming Training, Welding Training, OSHA 30-Hour General Industry Course, experience with AutoCAD and Delta CAD

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