Gary Gold

*** ******** ****** ************, ** **802 815-***-**** ac4qxo@r.postjobfree.com

Senior Plant / Operations Executive

Drives lean transformation across underperforming operations achieving rapid revenue growth with critical metric success, Utilizing Lean principles and methodologies to improve the bottom line.

Professional Profile

“Hands On” - Results-oriented – Senior Company/Plant Manufacturing/Operations Director with lean management and best practices to manufacturing, New Product launches and turnaround underperforming operations creating highly effective strategies, structure and process on behalf of Automotive, EPS, Food and Power Equipment MFG. leaders. Leverages: Passion for technology and innovation, continuous improvement methodologies, total preventive maintenance, operational/quality systems, and motivational management techniques to create gold-standard operations run by best-in-class teams.

Core Competencies

Full P & L Management

Lean Manufacturing

Product Line Start-Up

Six Sigma/TQM/JIT

EHS Programs

Operations Management

Design for Manufacturing

Supply Chain Management

Quality Management Systems

SQF/AIB/GFSI

ISO 22000, 9000, 14000, 17025

FDA & USDA

New Product Launch

Client/Supplier Relations

SAP/ERP/CDC Visual Factory

Career Highlights

-Lean management operational leadership that revitalized an underperforming plant with a #24/29 ranking to vying for Plant of the Year in less than 24 months employing methodologies and practices considered the North American gold-standard for this multibillion-dollar food manufacturing leader.

-Managed and transformed a seasonal food manufacturing enterprise into a world class organization, employing lean processes to create operational infrastructure from the ground up that supported up to 30% annual growth from $40M to $150M+, and a Two-fold increase in plant size and employees.

-Implemented continuous improvement programs that together with motivational management inspired a team of top talent to double in size and reverse $20K in monthly losses to achieve $100+K in monthly profits.

Manufacturing

DREW FOAM., Multi-Site Director MFG./Operations - (Molding – Packaging) Feb., 2016 - Nov. 2017

EPS – Expanded Polystyrene company Directed 3 plants located in Monticello AR., Anderson, SC., Portland TN. Full P & L, Capital Expenditures, Budgets, Quality, Safety, Engineering, Maintenance, Logistics, HR, Office Personnel, Continuous Improvement Initiatives, overall - day to day Manufacturing and Operations with the highest emphasis in Safety, Quality, Worker’s, Customer Service, On Time Deliveries, Equipment Utilization and operating costs..

Initiatives: Took the SC plant as the worst underperforming plant in the company and restructured it improving the labor cost % from 13.1% to 9.9% and material costs from 56% to 46.1% improving the bottom line from (-$38,000) to a positive $100K +/month. Achieved by working with management team, coaching, mentoring and Lean initiatives.

Improved:

Equipment Capacity Utilization; doing time studies and implementing better cutting process – reduction of time to make orders, less material to make orders and eliminating the need for Overtime. Reduced hours needed by an average of 6 – 8 man hours/day, labor saving approximately $118/day, annualized $25 – 30k

Reduction in waste by improving cutting yields from 80% to over 95% bringing the material cost down to current level of 46.1% of sales or a savings of $10,000/month

CI project: EPS log weights, monitoring the weights against standard and reducing the material needed to produce the product by as much as 40 lbs./log across the 3 plants, savings per year of over $350,000.00

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FNA-GROUP - Senior Director of Manufacturing/Operations, Decatur, AR. June 2012 – Jan. 2016

Leaders in the Power Washing Machines, (Metal fab, welding, assembly and test, packaging).

Directed and Managed a Team of professionals in a turnaround situation. Developed and led lean initiatives that achieved a $2.6 M profit in 2012 – 2013 from a negative $1.4 M from 2010 – 2011.

Cost Savings Projects Process improvements

2010 – 2011 – ( $0) 2010 – 2011 – ($0)

2012 – 2013 - ($1.3 M Operations) 2012 – 2013 – ($1.1 M) 2014 – 2015 – (1.6 M Supply Chain)

Waste and scrap initiatives - ($ 300 K) in savings

2013 – 2014 – Implemented 2 high speed production lines increasing capacity by 40% (300,000 machines - -421.000 machines.

oDecrease in labor costs by31% ($420,000.00 reduction in labor costs)

oImproved profit margin ($839,000.00)

2014 – 2015 Implemented Purchasing projects (Cost Savings)

oNegotiated with vendors, change in material and usage (Saving over $1.6 M)

Food Manufacturing

CONAGRA FOODS - Senior Manager, Russellville, Arkansas May 2010 – May 2012

(Ready to eat meals, pasta, fresh/frozen meat)

Led lean management initiatives that included product quality while mitigating customer complaints for this leading food manufacturing enterprise presenting compelling ROI cases to gain executive management buy-in, and implementing training resulting in employee-driven continuous improvement and Engagement. USDA and FDA direct relations.

Manage all aspects of operational functions, exceeding all goals and aggressively setting new ones, transforming this underperforming plant with a #24/29 ranking to #3 in the country and in contention for Plant of the Year in less than 24 months.

Apply methodologies to create processes now considered the gold-standard enterprise-wide across the U.S. and Canada, managing talent responsible for producing monthly reports, plans, financials, scheduling, OEE, EFF, attainment, incoming supplies, maintenance PM’s, warehousing, USDA, and FDA activities.

Develop cross functional, best-in-class quality teams and SPC Pillars by initiating lean management best practices, and collaborating to perform strategic planning, goal setting, and budget management achieving cost savings of $500K/line, exceeding all goals, and creating a team that detects issues before they occur.

Developed and implemented CCR projects encompassing recycling, AMD, sanitation time and labor reduction, and dinner line speed adjustments well exceeding $10.5M stretch goal.

BERNER FOODS INC., Plant Manager, Dakota, Illinois Sept. 2002 May 2010

(Natural and processed Cheese, Sauces, dairy based drinks; Frappuccino’s & Cappuccino’s, Energy Drinks)

Managed and Restructured this seasonal manufacturing enterprise into a world-class 24/7/365 leader of specialized food products and beverages building operational infrastructure from the ground up key to company doubling in size, expanding plant capacity four-fold, and achieving exponential sales revenues from $40M to $250M.

Vast scope of duties including, all P & L, Departmental Budgets, CAPX, FDA audits, operations and managing departments including Quality, Production, Engineering, HR, Supply Chain, Warehousing, Maintenance; responsible for expectation-setting, achieving and exceeding annual goals, Customer Relations and Strategic Planning i.e.: goals, objectives, policies, procedures, and budgets. Also in charge of New Product launches and evolving the company from a Food plant to a Food & Beverage Plant.

Facilitated, selected, coached and mentored teams for all Continuous Improvement and Six Sigma projects, as well as employee development and growth efforts utilizing Total Quality Management and Lean methodologies. Cost reduction in areas of Supply Chain Negotiations and Production Efficiencies.

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Berner Foods Continuation

Expanded operations from a Two product category, two-line operations with $50 million in gross sales to a six-product, four-line operation with $80M+ in gross sales within 27 months, cutting waste by 13% while improving production efficiencies by 32% and increasing plant capacity by 45%.

Implemented “Real Time Management” systems within six months enabling instant data transfer and efficiency analysis that increased line efficiencies by 33% with one year, reduced scrap and waste by 15%, generated $92K in cost savings, and achieved a $400K revenue increase.

Lead 2 Six Sigma projects in RCO (Rapid Change Over) to a 28% increase in production capacity and improved sales potential of $2.1 M.

Automotive Manufacturing

DURA AUTOMOTIVE, Plant Operations Manager, Stockton, Illinois Oct. 1997 - Aug. 2002 Tier II supplier to the big 3 automotive groups (Metal Stamping Welding, Painting, Robotics, packaging)

Management progression, Quality Engineer/Customer Liaison, Supervisor and Plant Operations Manager,

Implemented QMS System ISO and TS 16949– Passing ISO audit the first time

Successful Implementation of Lean Manufacturing initiatives that grew this automotive component, fabrication, and coatings manufacturer from a one-plant, seven-line operation to one with two-plants and 12-lines;

Continuous Improvement and lean Six Sigma projects, stemming $20K/monthly losses to achieve $100+K/monthly profits by Value Stream Mapping, 6’S, Kaizen events, 1 piece flow, JIT production, RCO – Rapid Changeover.

Modine Manufacturing - Quality Engineer/Customer Liaison May 1994 – Oct. 1997

Medium and Heavy Truck Heat Exchange Units Tire 1 supplier (Metal Roll forming. Stamping, seam welding, packaging).

Implemented ISO Quality System,

Successfully Launched New Quality and Lean projects taking the company from bottom 10 worst supplier’s to top 3 supplier list,

Problem solved; early field failures that corporate engineers were unable to solve saving over $450,000 in repairs and replacement parts.

Implemented process/procedures for Enhanced Quality;

oLine sequencing to Customers orders preventing wrong parts being shipped.

Professional Development

EDUCATION

MASTERS OF BUSINESS ADMINISTRATIONS, Candidate, Kaplan University

BACHELOR OF SCIENCE, Business Management and Marketing, Missouri Southern State University

BACHELOR OF SCIENCE, Business Administration, Missouri Southern State University

ACCOMPLISHMENTS/CERTIFICATION

Lean Manufacturing, Prairie State College & Wisconsin Manufacturing Extension

Six Sigma Champion, Six Sigma Academy Scottsdale Arizona

Six Sigma Gold Belt, Six Sigma Academy Scottsdale Arizona

Ford Global Problem Solving, Lear Corporation, Mississauga, Canada

GM Global 8’D Problem Solving, Lear Corporation, Louisville, KY

ISO 9000:2000 - 2005, 14000 and 22000 Lead Assessor School, SGS, AQA, and Prairie State College

ISO 14001 Environmental Auditing and Lead Assessor School, Eagle Auditing, Bracebridge Canada

Failure Mode and Effects Analysis, Prairie State College

Implementation and Strategies for TQM, Advance TQM Strategies, Missouri Southern State University

Implementation of Statistical Process Control, Missouri Southern State University

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