Manager Project

ACHIEVEMENTS:

Thirty years Operations Consulting Experience

Twenty Six Years Senior Project Management Experience

All aspects of Operations Consulting (e.g.)

Process Re-Engineering

Productivity

Maintenance

Capacity Increase

SAP / ERP Implementation

Materials Management

Product Development

Forecasting

Organizational Design

Organizational Development

High Performance Work Groups

Multi-industry experience: (Service and Industrial Sectors)

Mining

Manufacturing

Assembly

Oil and Gas

Food

Pulp & Paper

Banking

Healthcare

Restaurants

Distribution

Transportation

Utilities

High business volume from extensions and referrals.

Extremely high levels of customer satisfaction.

Clients throughout Canada, U.S., Mexico and Australia

Reputation for creative and innovative solutions that redefine “best practice”.

Reputation for rapid generation of savings that reflect on the bottom line.

Reputation for accomplishments that always exceed target.

A commitment to participative change. The consultant should be the catalyst of change.

EMPLOYMENT HISTORY:

2003-Present Practical Management Solutions Inc., Toronto, Canada

PRESIDENT & OWNER

Operate Management Consulting Firm with clients in Canada and the United States.

High level of sales from referrals.

Extremely satisfied customers.

Function directly with client and as a contractor to other consulting firms.

2002- 2003 Proudfoot Consulting, Palm Beach Gardens, Florida

DIRECTOR OF OPERATIONS

Management of multiple projects, worldwide

Realization of proposed benefits and deadlines

Creation of additional value added opportunity

Generation of referrals and more business

1997-2002 Practical Management Solutions Inc., Toronto, Canada

PRESIDENT & OWNER

Operated Management Consulting Firm with clients in Canada and the United States.

High level of sales from referrals.

Extremely satisfied customers.

1995-1997The Highland Group, Falls Church, Virginia

SENIOR PROJECT MANAGER

Consistent record of over-delivering on savings.

Demonstrated ability to be successful in delivering on projects that had proven to be negative for others.

High level of extensions.

1994-1995JLA Consulting, Pittsburgh, Pennsylvania

SENIOR PROJECT MANAGER

Extremely successful project implementations in non-traditional areas.

Redesigned corporate communications for one client.

Roles and Responsibilities realignment for a geographically diverse client.

1988-1994Ritchie & Associates, Los Angeles, California

CHIEF OF OPERATIONS

Multi-Client Responsibilities.

Highest extension rate in the organization.

Developed and built the Total Quality Management practice.

1986-1988Carlton Consulting Inc., Toronto, Ontario

PRESIDENT & OWNER

Developed and implemented a Material Cost Reduction Process for a manufacturer.

Early use of Concurrent Engineering to shorten product development process by 50%.

High degree of savings.

1985-1986Brooks International, Montvale, New Jersey

PROJECT MANAGER

Restructured operations of a mining company.

Substantial cost reduction for a truck manufacturer.

Active in creating a Canadian presence for the consulting firm.

1982-1985Ritchie & Associates, Los Angeles, California

INSTALLATION MANAGER

Most rapid rise to this position in the company history.

High rate of extensions.

Extremely varied skills and industries.

EDUCATION:

1980Laurentian University, Sudbury, Ontario

Bachelor of Arts (Honours)

Gordon Carlton: Biographical Sketch

With over 30 years of consulting experience, Mr. Carlton has developed projects for, and led clients through, most of the business improvement concepts of the time, including Total Quality Management, World Class Manufacturing, Process Re-engineering, Demand Flow Technology, 5S and Lean Six Sigma to mention a few.

His experience has been gained through many industries and clients in North America and beyond. His clients feature a very diverse range including some very familiar names:

For a major pulp & paper company, generated annualized savings of $16 M vs. a plan of $2M in a primary tissue conversion operation in Arkansas. Benefits came from downsizing as a result of process optimization and increased throughput

For a major aerospace company, generated 11.7M in savings and accelerated cash flow far beyond plan in a cost reduction project at facilities in Sydney and Melbourne Australia. Project included inventory reduction, overtime reduction and the reduction of maintenance costs.

For a large oil refinery, improved the Capital Project Management process through detailed project management, enhanced reporting and a system of Root cause removal. This led to increased schedule and cost predictability.

For the industry leader in geothermal heat pumps, increased units per labour hour by 283% through a complete plant redesign and process optimization.

For a large oil & gas company, developed a corporate productivity measurement system, tailored to each department and rolled up into a dashboard.

For a major HVAC manufacturer, increased throughput by 35% after the client had completed implementation of Demand Flow Technology

For a computer graphics card manufacturer, reduced design cycle time in the competitive industry of computer graphic boards by 40% through the design and implementation of a new Product Development Process

For a major soft drink producer, redesigned the distribution routes for the Greater San Francisco Area through creating employee teams that restructured their operations, increasing Customer and employee satisfaction, improving operating efficiency and decreasing cost.

For a large forest products company, re-engineered the pulp and paper division including operations, engineering, materials, production planning, HR etc.. This project featured the implementation of the “Area Work Group” concept which integrates Maintenance, Production and Technical personnel into fully accountable work units. Also featured on this project was the application of “Level Load Scheduling” concept to Pulp & Paper production. This project resulted in a 35% labour cost reduction taken through attrition.

For a large nickel producer:

Improved Mill & Smelter throughput and reengineered support services processes.

Implemented the use of Statistical Process Control in the Mill and Smelter operations.

Created a system of accountabilities, roles and responsibilities regarding environmental issues and practices for the corporate organization.

For a major mining and metals company, analyzed and improved the operations of an Open Pit copper mine and related milling, smelting and refining operations.

For a large forest products company, analyzed cut, load and haul operations in Northern Quebec.

For a newsprint producer, optimized maintenance operations in terms of output quality, efficiency and cost.

For a municipal transit organization, re-engineered the maintenance operations including planning, operations and materials.

For a lumber broker in Portland, Oregon, reduced costs and increased quality and responsiveness of administrative processes.

For a class 8 truck manufacturer, led the development of a redesigned product line using Concurrent Engineering techniques as part of Quality Function Deployment. This resulted in new products going to market in 50% of the industry standard time. In addition, Mr. Carlton facilitated the development of a Materials Cost Reduction program, establishing sources for materials in Taiwan and South America.

For a major public transit organization, developed and implemented a Corporate Communications Strategy that optimized communications to a geographically diverse workforce, engaged in varied work activities.

For a van conversion company, designed a Greenfield state-of -the-art assembly facility for van conversions that consolidated a multi-site process into one, reducing labor requirements, decreasing defects, improving on-time shipping and minimizing assembly damage.

For two hospitals, implemented Continuous Quality Improvement in the Emergency Department, Radiology, Lab, Surgery and Housekeeping. A major success at both of these locations was the active support and participation of the Physicians in the process.

Mr. Carlton is experienced in the design and delivery of creative and innovative projects that succeed beyond the expectations of our clients, delivering results while sustaining or improving safety and quality.

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