JAMES E. GABRIEL

*** ******** ***** ****: 609-***-****

East Windsor, NJ 08520 accax5@r.postjobfree.com Cellular: 609-***-****

An accomplished business executive with process-oriented, data-driven leadership approach and proven diligence

implementing the required resources to achieve product management. Build productive teams that work towards

shared objective. Detail-oriented and highly organized in authoring procedures establishing product flows and tracking

methods.A catalyst for change, combining tactical execution of strategic initiatives with strong leadership of cross-

functional staff and development of key alliances to capture and enhance overall quality, production, business and

bottom-line financial performance. Identify and implement continuous improvement measures including lean

production, Six Sigma, TQM, and cycle time reduction.

EXECUTIVE LEADERSHIP COMPETENCIES INCLUDE

* Manufacturing/Process/Operations * Team Performance optimization

* Performance metrics * Material Management

* Quality Control/Assurance * Problem Solving methodologies

* Organization Leadership and Development * Cost reduction & Profit Growth

* Continuous Improvement practices * Strategic Planning & Execution

(5S, VFM, Value Stream mapping, DMAIC) * Supply Chain Management*

Process Analysis and Reengineering * Vendor Selection & Negotiation

* Implementing best practices * Customer liaison

* Failure Mode and Effect Analysis (FMEA) * Safety/OSHA/FDA

SELECTED PROFESSIONAL ACCOMPLISHMENTS

• Led a Six Sigma project team in reducing change-over times (SMED) on one production line by approximately 2hours per day

resulting in 15% more production time and 19% reduction in operational costs over six months. .

• Implemented strategic continuous improvement initiative resulting in reduced equipment downtime on one production line by

12% by pareto-charting weekly top 10 issues and analyzing issues by cause and effect diagrams, tree-charts and executional

planners.

• Developed a maintenance excellence index (MEI) for evaluating maintenance department and performance metrics for quality,

supply chain, human resource, finance, customer-service and production departments. Expended capital budgets in technological

equipment and preventive maintenance for line upgrades that increased throughput by 18%. Improved OEE by enhanced

equipment utilization.

• Spearheaded Plant-wide re-organization of two production lines impacting 30 employees and over $13 Million in product

throughput per year. Slashed operating cost by 15%, reduced waste 13%, introduced lean production techniques and added $1.4

Million in bottom-line profits

• Provided leadership in implementing synchronous material flow on productions lines leading to $5 Million dollars cost reduction

in inventory stock in warehouse.

• Created a cross-departmental continuous improvement team consisting of subject matter experts charged with the responsibility

of exploring and developing processes and strategies for improving productivity and reducing cost of operations. The team’s

activities translated to a cost savings of $250,000.00

• Introduced advanced technologies and systems to expedited production flow on two production lines plagued with cost

overrides. Delivered strong and sustainable gains. 20% improvement in operating efficiency, 40% improvement in product quality

ratings, 8% on-time customer delivery and 25% reduction in cycle time

• Lean Six Sigma Black Belt and Lean manufacturing trained with advanced working knowledge of ISO 9000, 9001. 9002 & 14001

• Provide leadership in developing relevant SOPs, update them as needed and ensure the establishment of adequate document

control process in compliance with ISO requirements and quality management system. Superior knowledge of GMP, HACCP,

AIB/YUM and OSHA regulations.

PROFESSIONAL EXPERIENCE

Silver Line Andersen Company, New Brunswick, NJ 2013- Present

Director of Engineering and Maintenance Programs.

Responsible for managing all Engineering and maintenance activities within the Plant including outside contractors. Safe execution of

maintenance and repair activities and raw materials operations. Implement engineering process improvement activities.

• Provide effective safety and environmental stewardship, equipment maintenance and repair programs. Employee

development and skill enhancement plans and implementing TPM activities.

• Develop and manage department budget and financial needs including capital projects estimates and payroll

• Develop and maintain long-term strategic capital plan that includes equipment replacement and productivity improvement.

• Ensure maintenance team supports maintenance programs through analysis, planning and scheduling.

• Coordinate, plan and develop contingency plans in order to minimize operational interruptions due to machine breakdown

PEPSICO COMPANY, Purchase, NY 2011 - 2013

North Eastern US Operations. Regional Manager of Total Productive Manufacturing.

Responsible for driving a culture of continuous improvement, cost reduction, planning, maintenance, establishing workflow and

production, methods to maximize efficiency of manufacturing operation, making recommendation for process improvement and

ensuring manufacturing performance and quality standards are met for all three Plants.

• Optimize equipment reliability and operational availability, ensure optimal standards with a goal of eliminating down time,

improve efficiency, identify improvement areas, effectively develop CAPA and eliminate threats to current processes.

• Create and implement effective Supply Chain processes geared towards operational excellence in quality, production, on-time

delivery and service delivery.

• Develop and coordinate projects that improve OEE. Manage TPM resources effectively and establish process to track OEE and

other established metrics for organizational improvements

• Work with various Plants to plan and schedule TPM activities to include training, audits, board reviews, case studies and

meetings.

• Investigate and identify trends in Supply Chain that has impact on cost, operational efficiency, lead time reduction and process

optimization. Develop relevant metrics to drive Supply Chain improvement processes utilizing lean manufacturing and six sigma

methodologies.

• Implement a process of Team development through the implementation TPM techniques, establish a world class production

environment and achieve maximum financial benefit from the Organization production equipment and fixed assets

INTEGRATED PACKAGING CORPORATION New Brunswick, NJ 2004– 2011

Director of Quality and Continuous Improvement

Responsible for directing quality and continuous Improvement operations throughout the company and ensuring that appropriate

benchmarks measured against key performance indicators are met for all four Plants

• Evaluate and identify gaps in quality measures implementation and performance metrics and establish gap closure plans,

monitor progress and share ideas and process improvement procedures.

• Provide leadership and input into new product design, planning and product realization of new products by exploring and

identifying areas of opportunity that lead to growth and profitability and participate in driving sales of the new products.

• Assess and define training needs of all three Plants and develop the curriculum to ensure quality principles and procedures are

cascaded throughout the organization in compliance with Company’s ISO 9002.

• Initiate process capability analysis and develop quality requirements including center-lining processes for machines.

• Oversee inspection activities at suppliers and sub- contractors’ premises with a view to identifying and recording deficiencies

and make recommendations to correct non-conformities and improper operating procedures.

• Actively work with our customers during negotiations to develop basic quality requirements by creating Certificate of Compliance

(COC) document and ensure that quality standards as indicated on the COC are met.

FORD MOTOR COMPANY, Edison, NJ. 1994 – 2004

Manager, Quality Control/Process Department

Responsible for management of the quality organization and the development and operation of an efficient and effective quality

management system including quality assurance, supplier development, corrective actions, process improvement and supporting

activities. Also the identification and elimination of waste so as to enhance yield, improve throughput and reduce operating cost.

• Developed and implemented continuous improvement processes by reducing cycle time, identify deficiencies, manage process

constraints and eliminate special cause variations..

• Analyzed production schedules, inventory report and inventory projections to identify capacity constraint or shortages and

reported findings that have financial and market impact.

• Analyzed internal and external quality failure data and trends and initiated appropriate action to minimize failures and eliminate

adverse trends. This led to increase in quality metric (performance index) from 80% to 92%.

• Developed and implemented capital investment projects involving current and new product models. Ensured 100% compliance

in SOP regarding vendor bidding system that led to 12% cost savings in new projects.

• Trained Supervisors and Managers in measurement methods and quality improvement techniques such as SPC, TQM, TPM,

TOC, DMAIC, 5S, value stream mapping and ensure compliance with Company’s ISO 14001.

FRIGIDAIRE HOME COMFORT PRODUCTS, Edison, NJ. (FMCG Company) 1990 – 1994

Manager, Quality Assurance/Process Department

Responsible for the development and implementation of operating standards and the establishment of total quality management in the

production process.

• Conducted productivity improvements through method analysis and performed capability analysis using cost analysis and

activity based costing.

• Developed and implemented sound quality assurance procedures with accountabilities spanning all departments.

IBM CORPORATION, Kingston, NY 1985 – 1990

Senior Quality Control Engineer, Quality Control Department responsible for quality improvements and analysis of computer

hardware and card assembly process.

• Interfaced daily with floor personnel to solve and explore opportunities for improvement so as to enhance production

performance.

• Removed a layer of inspection crew resulting in 20% cost savings in the final inspection department budget by application of

process analysis and quality improvement procedure.

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TECHNICAL SKILLS

Microsoft Office Software, Access, Auto CAD, SAP, WMS, Dbase, Oracle, and Chartist.

EDUCATION

MS, Industrial Engineer, Polytechnic University, Brooklyn, NY

BS, Mining Engineer, West Virginia University, Morgantown, WV

TRAINING / CERTIFICATIONS

Lean Six Sigma Black Belt, Kaizen, Lean Production/Manufacturing, Ergonomics, LAN Administration Certification.

Member, American Institute of Industrial Engineers

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