GARY L. BURTON

* ***** ****, *******, ** ***** Cell Phone: 319-***-****

E-mail: ac5q3q@r.postjobfree.com Home Phone: 203-***-****

CAREER SUMMARY

Highly accomplished, results oriented, energetic senior director and executive management professional with 25+ years. A transformational business leader utilizing Lean/Six Sigma/PI implementation methodologies. Strategic initiative deployment, visual performance management, quality improvement and operational excellence change manager. Diverse operations, healthcare, manufacturing, quality and continuous improvement cost savings background. Proven leader of cross-functional teams and departments. A knowledgeable Change Agent and Project Management leader with engaging interpersonal communication skills. Experience at developing and coaching executives, leaders and groups to higher levels of performance that grow company profitability and competitiveness.

Value Proposition: I am a senior Lean / 6-Sigma deployment Executive Director and internal Consultant with a Healthcare and Engineering background, focused on the Design & Implementation of Management & Improvement Performance Systems that drive Financial Value Creation to achieve Strategic business results.

PROFESSIONAL EXPERIENCE

HEALTH & HOSPITALS CORPORATION (HHC) NYC, NY Nov 2012 – Mar 2018

Sr. Director, Breakthrough (Lean), Organizational Innovation & Effectiveness

New York City Health + Hospitals (NYC H+H), the largest municipal care system in the country, is a $ 5.4 billion public benefit corporation that serves 1.4 million New Yorkers is comprised of 11 acute care hospitals, 4 skilled nursing facilities, 6 PCMH community health centers and more than 70 community based FQHC clinics.

Enterprise executive leading the Lean transformation, utilizing Toyota principles and Process Improvement Gemba Kaizen methodologies. Provided executive leadership Coaching & Development. Directed Strategic Deployment metric alignment. Facilitated Executive Breakthrough Visioning Workshops, Value Stream Mapping & Analysis, and effective rapid improvement events. Coordinated the enterprise Breakthrough 6 levels of learning activities with multiple site CEO & Lean Leaders. Designed and deployed 160+ visual Daily Management System (MDI) boards utilizing KPIs in 57 value streams. Helped implement the enterprise-wide Lean Certification training program. Documented and manage a 2 year Shared-Services model work plan for centralization of corporate Finance, with 10 initiatives, 14 functions and a $12M ROI. Five Year Enterprise cost savings of $300M during my tenure.

HARSCO INFRASTRUCTURE, AMERICA Fair Lawn, NJ Jul 2010 – Mar 2012

Continuous Improvement Leader, Americas

A $2 billion global infrastructure company providing equipment, services and labor expertise to the Industrial and Commercial scaffolding, bridging, cement forming and shoring businesses around the world.

Responsibilities include providing leadership to all levels, developing CI Initiative projects focused on KPI - SQDC measurements and assessment tools, within budgetary cost/benefit forecast. Saved $13M as Project Manager in 2011 restructuring the domestic distribution network. Led TBM based Policy Deployment initiatives.

ALLSTEEL OFFICE Muscatine, IA Jan 2005 – Jul 2010

Senior RCI Lean Engineer - Quality / Manufacturing / Industrial Engineer

A $150 million business unit of HNI Corp., a global organization engaged in the manufacture and sale of office systems, desks, seating and storage products, tables, and accessories. Maximized the Toyota Production System.

Responsible for supervising Gemba Kaizen RCI, OFI, 5S and TQM plant functions. Led new product introduction projects utilizing DMAIC, PFMEA and 3P/2P process & layout redesign. Grew the CI culture mentoring/training over 800 members on all TPS lean tools focused on improving customer satisfaction and staff safety/ ergonomics. Additional responsibilities include process and product control, kanban, Lean mfg. and mentoring / training all engineering levels. Led hundreds of weekly kaizen teams that saved over $11M in 2009 and $6M year/average.

BANDAG INC. / Bridgestone Muscatine, IA Sep 1998 – Dec 2004

Operations Plant Manager / Senior Manufacturing & Quality Engineer

A $1.3 billion global organization engaged in the manufacture and sale of tread rubber and industrial tire equipment used by more than 1,300 full-service commercial tire franchisees in over 111 countries.

Responsible for analyzing global business and competitive issues to ensure the correct operational and strategic focus. Established and maintained key statistical measurements to provide financial and performance data used for examining operational, quality, safety and cost metrics. Assessed customer satisfaction and field performance issues and implemented subsequent corrective improvement measure actions. P&L responsibilities over $18M.

Reduced cost of goods sold by over $6.6M and posted positive profit in years 2001–2002 averaging $2.88M, after 40 years of operating in the red. Projecting a $3.16M profit in 2004. 1 million safety hours.

Implemented statistical measurement systems that provided information to insure business profitability and customer satisfaction, along with productivity increases over 60% for overall cost savings.

Managed several self-directed work teams that helped create a strong and competitive manufacturing organization by mentoring team members to meet specific performance goals.

Responsible for developing, implementing, updating, auditing, and maintaining the ISO 9001-2000 Quality System. Managed Engineering change process that controlled drawing releases and manufacturing integration. Supervised the ASME welding recertification program and maintained the ASME Quality Manual program.

Improved the Fabrication Shop’s cost effectiveness using GTT. Reorganized the machine layout that improved material flow and reduced handling throughput by over 20%. Efficiencies over 125%.

Improved the facility layout, material flow, and hardware/software control processes for the Dealer ERP computer network integration project that defined new business venture through metrics data acquisition.

Led the ISO Quality Team in updating, implementing and attaining certification for the ISO 9001-2000 quality system. As Lead Auditor I scheduled and maintained the auditing function of the quality system by facilitating auditor training program and evaluation. I also helped define key statistical SQDC business measurements.

Developed the Plant measurement systems key metrics and objectives for driving financial and customer perspectives that resulted in raising labor efficiency measurements over 105%.

Implemented the quality management system that improve processes and helped reduce inventory levels by $1.3 million, scrap rates under $650/month and rework costs to less than $1000/month.

Reduced MLO (material, labor, overhead) by $95,000/month from January through July 2004.

Created and maintained the Risk Management, Business Continuity Plan for disaster recovery that prepared the company for unforeseen catastrophes.

Directed and managed the development of the integrated network computer system implementation.

TOPCON LASER SYSTEMS Pleasanton, CA Aug 1996 – Sep 1998

Senior Manufacturing Engineer

Topcon Laser Systems is a company with annual sales of $18 million that manufactures specialty heavy equipment blade control, industrial laser measuring systems, survey, and global positioning systems.

Start up responsibilities to introducing the first laser receiver products domestically. Responsibilities include layout and production flow design, workstation and assembly fixture design/build, new product evaluation and release (NPI), cost reduction analysis, process documentation for assembly, test and quality assurance, process control using ISO and TQM principles, and SPC trend analysis. I was also, responsible for maintaining competitive supplier database and interfacing with customers to determine international distributor requirements.

ROSE ELECTRONICS DISTRIBUTING CO. San Jose, CA Feb 1988 – Aug 1996

Production Plant Manager / Manufacturing Engineer

Energy Products Group

Rose Electronics is an electronics parts wholesaler/distributor, and value added electro-mechanical battery assembly company with sales of $4 million.

Grew the value added battery assembly department from 10% to over 60% of the total business.

Prototype design of Customer specific products with HP, IBM, and Apple computers netting +$3M in contracts.

DORADO SYSTEMS CORPORATION Hayward, CA Jan 1984-Feb 1988

Dorado Systems developed, manufactured and distributed state of the art access control security systems.

Procurement Buyer / Master Scheduler

Scheduler/Planner, inventory control. Managed all commodities. Set up supplier evaluation program.

Electronic Technician

Saved over $96,000 in the first 3 months of employment by utilizing a programmable input/output tester, then troubleshooting and repairing over 80 security access CPU boards.

Successfully had the security access panel listed and certified by Underwriters Laboratories.

EDUCATION

BS Industrial / Manufacturing Engineering

Southern Illinois University, Carbondale, IL,

AS Electronic Technology

Kankakee Community College, Kankakee, IL,

ADDITIONAL EDUCATION

APICS - CPIM certification

DeAnza College, Cupertino, CA, 1985

CERTIFICATIONS

TPS Gold Level - Simpler Consulting / Health + Hospitals 2016

OSHA Training Course – Construction, Environmental Health and Safety - 2012

Harsco Infrastructure CI Leader certification – 2011

CI Lean Leader / Auditor, HON / Allsteel – Shingijutsu 2005

Executive Leadership Development, Bandag - 2000

1st Aid & CPR Responder since 1987

KEY NOTE SPEAKING ENGAGEMENTS

HANYS Annual Lean conference - Mt. Sinai Hospital – 2017

NYC Health + Hospitals Breakthrough Lean Conference - 2015

BUSINESS SEMINARS & TRAINING

NYC HHC Platinum Level Lean Training (Master Black Belt)

Shingijutsu USA - Kaizen Tools training event - 2005

LEAN KAIZEN TRAINING TOOLS – Toyota Production System (TPS) & 6 Sigma

Lean Systems Creation, Implementation and Assessment, Value Stream Analysis and Mapping, Strategic Policy Deployment / Hoshin Kanri, Visual Daily Management (MDI), 5S, 3P/2P, 8 Wastes reduction, Standard Work, Kanban & Inventory Reduction, SMED set-up reduction, Time Study/Observation, Single Piece Flow-Pull systems, USA (understand/simplify/act) 80/20, DMAIC, PFMEA, TQM, 6 Sigma, Process / Product Capability Study, 1st piece inspection, APQP, Moon-shining / Fixture Design, 5 Why Root Cause Analysis, CAPA, Process Mapping, RCI Leader / Auditor, Supply Chain analysis, VOC Customer Satisfaction, and TPM, and Change Management.

Microsoft Office Suite-Excel, PowerPoint, Word, Access, Project. Visio, SAP, SharePoint, Minitab, AutoCAD.

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