Gary J. Burella
§ B.A. § CET § BB
firstname.lastname@example.org ¬ linkedin.com/in/garyburella
“Innovator with an entrepreneurial approach, brings calm to chaos,
devising and executing an ambitious plan to advance the business”
SENIOR MANUFACTURING & OPERATIONS LEADER
Navigates through complexity to swiftly resolve critical business issues and remove barriers. Empowering and participative leader, ignites team spirit and excitement, maintains an open-door policy and holds accountability with clear expectations. Avid listener, Strategic, clear, precise and confidant communicator and presenter, builds and retains productive rapport with all internal and external stakeholders.
Core business competencies include:
Production Planning & Scheduling
Supply Chain Management
New Product Introduction (NPI)
Kaizen 5S PDCA QS9000 ISO14001 JHSC GMP ROI QA
Vice President of Facility & Production Mississauga, ON April 2018 – August 2018
In charge of a Engineering, new plant build and Capital projects for Pharmaceutical DPP and Medical Cannabis with a budget of plus $20 million.
Working with the teams to install ERP, Agile process and Production standards to improve current plant production and to meet Health Canada, ACMPR and EU GMP regulations.
Reduced energy cost by 50% and improved process monitoring efficiency by bringing 3rd parties together to work as one.
G&K Services Canada Inc. (merger with Cintas) Mississauga, ON 2006 – 2018
Legacy: Influenced a massive fleet cost reduction, achieved through understanding and optimizing each location’s specific fleet requirements, reducing rental costs from $500K to $120K per year. Managing Capital projects $500K -$15 million.
REGIONAL DIRECTOR – Canadian Operations
(4 direct + 10 indirect reports, 9 Canadian + 1 US peak $15M CapEx budget $5.5M OpEx fleet budget $40M P&L) total revenue $230 million Canadian – North America $1billion
Tasked to transition the division from a strictly engineering support entity to a fully functional operational support business unit encompassing 18 facilities plant and branch operations, and capital projects to reduce energy, water and gas consumption and improve productivity / efficiency.
Introduced engineering audits with a focus to drive down costs without compromising operations.
Gary J. Burella, B.A., CET ¬ Page 2 ¬
Devised and deployed sweeping changes to measuring plant / facility performance to allow the senior executive team to react to facts and figures quicker making close to real time decisions.
Collaborated with finance to create a matrix to measure cost per pound with revenue per pound vs percentage of revenue, delivering a more accurate performance reading.
Adopted the matrix for all Canadian plant operations supported with introduction of an engineering matrix clearly highlighting business costs, and multiple other statistics to use as a benchmark and for forecasting.
Handpicked to evaluate and resolve inefficient manual product hand folding and product separation at the Vancouver plant employing 22 staff over 3 shifts.
Engaged 3 vendors to review workflow processes and derive a shift to automation, successfully reducing product-folding costs by $400K per annum through automation.
Rallied internal and external stakeholders to expedite renovating and rebuilding work after the Vancouver branch was destroyed by fire, with a similar occurrence to the Calgary branch within 5 months, working with the insurance company, vendors and contractors to relocate and reopen.
Assumed leadership over the Seattle location to fortify plant operations and rebuild relationships.
Reviewed operations working with the local team to devise and implement production and process changes to reduce downtime and extract costs, rapidly returning to a profitable high productive entity with spend rated as one of the best across the company.
Partnered with URS during their extensive environmental compliance audit of every location and prepared the team to address audit issues, receiving a 100% compliant rating to negate any action.
Navigated through complexity and skepticism as the parent company instructed closure of all internal fleet terminals during restructure, outsourcing to ARI with fleet management/maintenance for potential cost savings.
Forced to reopen closed garages after outsourcing initiative failed due to rising costs, returning the cost per week from $398 to $175 and less for internal garages.
Instigated and distributed ESSO fuel cards sparking instant 4 cent/litre savings on 2.5M litre consumption p.a.
Played the key lead role in assessing an expensive, inefficient plant accruing >300 hours per week in overtime producing 1.2M pounds.
Conducted a deep analysis of production operations, scrutinizing and detailing all facets of the business.
Reduced downtime by 11 hours, introducing new technology and root cause analysis to accelerate planned operator production from 80 pounds to 120 pounds per hour.
Uncovered product quality issues with vendors unable to detect the problem; employed a lab to conduct analysis-highlighting direction to fix a mechanical problem to eliminate the quality issue.
Challenged by senior management to reinvigorate Canadian plant operations, make production and operational improvements and reduce overall costs.
Performed an exhaustive production process and operation examination uncovering areas for continuous improvement in plant efficiencies, engineering and operational audits, driving costs down by $2.8M = 0.8% over plan.
Instrumental lead during a high-profile capital project to move production operations for an old and obsolete building in Halifax in a residential area to a new customized facility in an industrial plant.
Outlined and oversaw a significant $15M renovation of the 56000 sq. ft. plant, serving as the conduit between multiple professionals to expedite completion, organizing a seamless operational transition with minimal production stoppage.
Selected to carve a plan to resolve mounting Notice of Violation despite a tight environmental compliance plan.
Worked with various internal and external stakeholders including consultants and engineering firms, collaboratively prioritizing and lowering nine NOV’s to one eliminating the need of a compliance plan filed with the City of Toronto.
Decreased BETEX limits to meet stripping regulations by using VOC machines and an air stripper.
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ESW Canada Inc. Woodbridge, ON 2005 – 2006
GENERAL / OPERATIONS MANAGER
Hired with a demanding challenge to ramp up catalytic convertor manufacturing and assembly operations for a start up company with private investors.
Sourced and procured multiple equipment pieces, commissioning and running with assistance of R&D.
Sealy Canada Scarborough, ON 2004 – 2005
(4 direct + 55 indirect reports $12M OpEx $1.4M P&L)
Recruited to evaluate and realign plant operations as standards and production dropped, and costs and scrap soared causing business critical problems.
Rapidly ramped up knowledge on processes, drafting and recommending fundamental changes.
Communicated the need for change across production teams to secure buy-in, executing the change plan to generate a 55% elevation in productivity.
Partnered with purchasing to review consumable trends, assessed existing inventory, and implemented drastic cuts and adjustments to ordering patterns.
Hanna Design Toronto, ON 2002 – 2004
Process mapped production workflow for the family-owned trade show booth manufacturer, making radical alterations to propel productivity and cost per unit.
Faurecia Automotive Seating Ltd. Mississauga, ON 1994 – 2002
OPERATIONS MANAGER § 2000 – 2002
MANAGER OF PLANT MAINTENANCE & PROCESS ENGINEERING § 1999 – 2000
MANAGER OF ENGINEERING & CONTINUOUS IMPROVEMENT § 1996 – 1998
SENIOR MANUFACTURING ENGINEER § 1994 – 1995
Rapidly promoted assuming greater accountabilities for automotive component manufacturing, gaining a reputation for fearlessly pursuing and acting on opportunities to utilize lean manufacturing and extract costs.
Raised plant operating profits from negative to $1M in 5 months, reduced equipment operating costs by 30%, improved plant efficiency to 85%, and decreased downtime to <2%.
Planned and worked alongside third party vendors to implement QS9000 and ISO14001; appointed as a Q+ Trainer.
training and formal education
Financial Training for Managers § Performance Appraisals § APR Training § Lean Manufacturing § Facilitator Skills
Kaizen § PDCA § 5S § Environmental Management Systems Internal Auditing § Value Stream Mapping
ISO 14001 Awareness Training § QS9000 § Fire Safety § Lockout & Tag System § Time Management
AQPQ, FMEA, Control Plans
CERTIFICATE: Six Sigma Black Belt E-Sigma 2006
BACHELOR OF ARTS (B.A.) – Industrial Technology Bemidji State University of Minnesota 2000