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Manager Engineering

Location:
Arden, North Carolina, 28704, United States
Posted:
February 25, 2018

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GREG S. CLARK

** ******* ****** *********: 828-***-**** Arden, North Carolina 28704 ac4lul@r.postjobfree.com Cell: 828-***-****

PLANT MANAGER / ENGINEERING MANAGER / OPERATIONS MANAGER (certified Six Sigma Black Belt)

A Process Engineering A Leadership Development A Problem-solving A Waste Elimination (Lean) A P&L

Experience includes: [Automotive / Medical / Consumer / Government / Textiles]

u Engineering Management u Production & Operations Management

u DMAIC Process u Plant Start-ups & Acquisitions

u Total Productive Maintenance (reliability & predictability) u Lean Manufacturing

Proven “result-oriented” team leader and troubleshooter with strong analytical, organizational and strategic planning skills.

2015 – Current Low &Bonar, Inc. Candler, North Carolina

World leader in progressive materials in non-woven fabrics for transportation and decorative as well as drainage / acoustic and barrier products for Civil Engineering and Building & Industrial applications.

Operations Manager: Management responsibility for all manufacturing processes. This includes all affiliated costing, budgeting, cost standards and performance metrics including safety and quality.

Organized fragmented operational leadership group to become a working Team and focus on mutual goals in a “matrix” global organization

Increased efficiency and productivity 20%+ through waste elimination and process flexibility improvements that allowed for consecutive years of growth of 12% and 10% with little capital investment

Implemented equipment PM & reliability plan for operation that has previously managed as a “run to fail” plan

Administered 5S /TPM program that is positively progressing with operators taking ownership

Successfully integrated and managed new company acquisition across country to meet corporate standards in HSE and KPI categories while supporting growth with 100% on time delivery record during this past first year.

Established “leadership roadmap” to develop much needed supervision due to lack of depth

Installed detailed downtime tracking and accountability system to drive OEE which has increased 10% points

Established and led problem-solving focus team on impact items in addressing operational KPIs

Put in place an effective customer “safety stock” program based on order patterns and variation improving both customer satisfaction as well as production optimization which also helped with “aged inventory”

Participated in organizing a global “Continuous Improvement / Lean Initiative” standardization

2012 – 2015 Atlas Precision, Arden, North Carolina (began responsibilities in 2011 part time then full time in 2012)

Two companies… Atlas Precision is a high volume custom injection molding operation serving numerous industries but primarily automotive. Atlas Mold Inc. is tight tolerance injection mold building operation.

Plant Manager: Responsible for total P&L and all business relations for two manufacturing companies; implemented process work flows/balances using “lean manufacturing” principles (TPS).

Improved revenues year over year: 8%-10% each year

Overhauled support team to address company growth that exploited company weaknesses / opportunities.

Supported and developed technology know-how and cost effective application in the leading molding / automotive techniques available to grow competitive advantage

Established &put into place short and long-range strategic operating objectives for manufacturing operations.

Drove a Lean culture and lead CI efforts including the establishment of metrics, production and quality issues

Instituted strategies and solutions to operational issues aimed at improving manufacturing performance that resulted in a customer PPM reduction from 358 to 10.

Identified and executed “DOG” program of products creating losses or burdens on the company which strategically made no business sense

Coordinated programs with local schools & government regarding grants, training and internships for workforce development

Launched new ERP system that provided full system support to the operation including MRP, costing, customer service & logistics.

Resume of GREG S. CLARK

Page 2.

2010 - 2012 BorgWarner, Fletcher, North Carolina

Thermal Division – Company develops & manufactures cooling systems for the automotive industry in a fast-paced and high-intensity environment.

Operations Manager: Management responsibility for all manufacturing processes and 300+ employees. This includes all affiliated costing, budgeting, cost standards and performance metrics including safety and quality. Operation consisted of Molding, Assembly and Machining processes averaging sales of $225K per day. I worked as a hands-on manager with an approach that encouraged change and creative problem-solving.

Operate within the budget (P&L) for the site meeting KPIs 91% of the time which increased in tenure

Interacted with Customers and Suppliers in an “extended Value Stream” approach

Established daily / weekly workload planning and volume forecasting routines that were accomplished

Scrap reduction of 47% using proper root cause analysis and instilling consistent/robust processes

Cut customer past dues by 83%

Champion performance leadership responsibility, 6S and other lean initiatives

Ensure all inventory accuracy metrics are met at 97%+

Developed strategies and targets for new program launches within Manufacturing

2000 - 2010 Tyco Electronics, Spartanburg, South Carolina & Greensboro, North Carolina

Company develops, manufactures high volume plastic & stamped components then assembles electronic connectors for the automotive industry.

Engineering Manager (6σ Black Belt): Responsible for all engineering duties including process development, BOMs, capital projects and machine tooling. I managed up to 18 direct technical reports as Engineering Manager and 180+ people as Molding/LSR Manager.

Coordinated consolidation of North American operations from 5 separate operations in different geographical locations into 3 while maintaining production and supporting PPAP needs. New plant layouts were included.

Successfully co-coordinated new facility ISO14000 / TS16949 certification plans

Coordinated Tool rebuild program increasing average cavitation level from 71% to 96% which also increases production uptime and lowering Tool Shop cost per 1,000 production parts (sustained afterwards)

Designed Engineering database for optimal machine utilization for broad tooling & product range utilizing multiple machine types and tonnages – scientific molding approach

Executed lean program across 140 injection molding / LSR press operation as well as Tool Room

Started LSR (liquid silicone rubber) molding of high volume automotive seals saving $420K annually

Manage & coordinate Mfg/Engineering teams on projects, process optimization and equipment utilizations

Earned 6σ Black Belt certification

Positions held: Molding / Engineering Planner 2000-2003, Molding/LSR Manager 2003-2005, Engineering Manager 2005-2010

1998 - 2000 Medical Action Industries, Inc., Arden, North Carolina

Company develops, manufactures, markets and distributes a variety of disposable, surgical products.

Engineering Manager: Responsible for all engineering duties including process development, BOMs, capital projects and machine tooling. I managed six direct technical reports and utilized “lean manufacturing” principles (TPS) into all processes.

Coordinated the acquisition of Acme United Medical with the transfer of over 500 SKUs and 1200 new raw materials which accounted for over $12,000,000 in annual sales. Growth was 25% in its first year.

Developed a costing system that conformed to the 1,500+ products thus identifying true operating variances and metrics to be utilized.

Completed machine “set-up reduction” projects resulting in average timesaving of 42%.

Generated machine and tooling to produce high volume products in-house that were previously outsourced thus resulting in annual savings of over $150,000.

Introduced a material drying process into pouch product line to control moisture content thus incurring a 20% productivity increase, 10% scrap reduction and an enhanced quality product.

Prepared all Engineering documentation for ISO9002 certification in addition to meeting FDA guidelines

Launched Total Productive Maintenance to provide equipment ownership and increase equipment reliability.

Resume of GREG S. CLARK

Page 3.

1996 - 1998 Selee Corporation, Hendersonville, North Carolina

Company develops, manufactures and distributes a variety of ceramic filters and filtration system products. The QS9000 certified operation functions utilizing and sustaining product work teams.

Business/Manufacturing Manager – Iron Foundry Products: Management responsibility for silicon carbide department serving the automotive industry as well as other metal companies. This included managing 50 production employees (technical & non-technical) in addition to working with suppliers and customers for full product responsibility.

Increased process capacity by 50% thus eliminating the need to purchase additional equipment.

Developed processes and successfully implemented a new ceramic formula that produced a 60% stronger filter in comparison to existing standards and the competition while maintaining the same manufacturing cost structure.

Reorganized department from a three shift 8-hour operation to a revolving four shift 12-hour operation seven days a week for a 40% increase in operation capacity.

Reduced manufacturing product costs by an average of 18% each year during tenure.

1991 - 1996 Philips Consumer Electronics Company, Arden, North Carolina

Company develops, manufactures, markets and distributes a variety consumer electronic products under several names including Philips and Magnavox. The primary operations performed at the “unionized” Arden plant were the injection molding and finishing of components for the television product line.

Manufacturing Engineering Manager / Mfg Engineer: Responsible for all engineering duties including the introduction of new & revised parts into production as well as tooling, packaging, costing standards and routings.

Developed, maintained and achieved annual Engineering departmental budget of approximately $300,000, tooling budget of $1,000,000, capital budget of $5,000,000.

Identified and completed operation cost and capacity studies to compare with custom molders so that operation could pursue custom business instead of being a “captive molder”

Successfully performed new plant layout and relocated existing operation to new location without interrupting customer deliveries.

Create BOMs, implement cost savings and providing support to all manufacturing processes, ergonomics, machine safety, development and the implementation of capital projects. Machine programming Standardized / upgraded database costing system for establishing costs & instituting mfg efficiency metrics.

Successfully implemented numerous capital projects including the installation of two painting robots with annual savings of $88,000 in direct labor, $15,000 material savings, 30% increased productivity and elimination of lost time due to carpal tunnel syndrome.

Established new and revised product approval system. Reduced introduction time from 4 or 6 weeks to less than 2. Additionally, a reduction in machine downtime by between 30% and 60% was incurred due to requirement of less samples also took away from production and capacity needs.

Launched and implemented the conversion from solvent-based paints to water-based paints on all finishing lines resulting in a 40% reduction in annual paint costs in addition to environmental gains.

Positions held: Manufacturing Engineer then promoted to Engineering Manager

EDUCATION

B.S. Degree, Industrial and Engineering Management, Minor in Mathematics and Statistics, University of North Carolina-Asheville, Asheville, NC

CERTIFICATIONS, SPECIALIZED TRAINING & POINTS OF STRESS

Six Sigma Black Belt Certification 8-D Quality Methodology

Shainin Statistical Engineering Certification (Red X) Design Of Experiments

Total Productive Maintenance Project Management & Capital Budgeting

Robotics & CNC Programming Manufacturing Cost Accounting

HSE Coordination & Safety Risk Analysis Certified ISO / TS Internal Quality Audit Certification

Extensive computer skills with hardware and a magnitude of software including Microsoft Office, MS Project, Visio, MiniTab, SAS, programming languages and various CAD software. References available upon request



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