Plant/Operations/Manufacturing Engineering manager

D. Garry Price

Greater Atlanta Area 678-***-**** *****.********@*******.*** www.linkedin.com/in/garryprice

Plant Manager / Operations Leader / Manufacturing Engineering Manager

Process-oriented, profit-minded plant manager, operations leader, and manufacturing engineering manager. Background

includes leadership roles in the U.K., Canada, U.S., and Germany. Known as a strong team-builder, and an excellent

decision maker, and a firm but fair leader. Registered Professional Engineer with the designation Incorporated Engineer (I.

Eng. from the U.K.). Earned the equivalent of a B.S. in Mechanical Engineering. Core competencies include:

Plant and operations leadership. As Plant Manager at VDO, led a team with 10 direct reports and 500+

associates. Oversaw manufacturing, QA, purchasing, logistics, and engineering. As Director of Electronics

Manufacturing at NACOM, initially led a team of 220 associates. Reduced manpower to 135 associates while

maintaining volume and deliveries and reducing overtime over a four-year period. Saved $2.8M per year in salary and

benefits.

Manufacturing engineering management. As Manufacturing Engineering Manager at VDO, led VA/VE

efforts that contributed $5M+ in cost savings over a two-year period. As Director of Engineering at NACOM, led a

team of three engineering managers and 40 engineers and technicians who were responsible for 20 product lines and

$150M in revenue. At ISRA, improved engineering service revenue 50%, or $1.5M.

Project management. Projects include: capital equipment ($2M), site relocation (from Virginia to Georgia and

Mexico), plant conversation (from a 7200 SF warehouse to a manufacturing facility), software implementation

(MRP), process improvement, quality management, and workforce reduction (85 people). Largest project was $6M;

added a new injection molding facility to the site. This reduced plastic component prices 20%.

Professional Experience

2007 – Present ISRA Surface Vision Duluth, Georgia

ISRA stands for "intelligent systems, robotics, and automation." ISRA manufactures electronic "eyes" used in robot vision

and surface vision. Annual U.S. revenues are approximately $14M.

Operations Manager

Leading a team of four managers (engineering, production, service, purchasing) and 16 associates. Manage a $5M

budget. Oversee all operations activities at the site covering project management, manufacturing, QA, purchasing,

logistics, and service through 12 remotely-based service engineers. Improved service revenue 50%, or $1.5M.

Led the organization from a paper-based records system to a Microsoft Access-based system that links AutoCAD,

Excel, and Word files through a single remotely accessible portal. This provides immediate and efficient access to all

equipment records including specifications, drawings, and service records for trouble-shooting in the field.

Co-led in the implementation of a Microsoft-based MRP System.

Implemented a procedure for new projects from quotation to final-inspection and delivery phases, driving increased

accountability through all disciplines with comprehensive inspection and sign-off requirements.

2000 – 2006 NACOM Corporation Griffin, Georgia

Part of Yazaki North America, NACOM was a $115M manufacturer of automotive electronics with 400 employees.

Certified QS9000, TS16949, and ISO14000. Products shipped throughout the U.S., Mexico, Asia, and Europe.

Director of Engineering 2004 – 2006

Led a team of three engineering managers and 40 engineers and technicians who were responsible for 20 product lines

that generated $150M in revenue.

Oversaw automation, test, and manufacturing engineering sections that supported the electronics, mechanical

assembly, junction block, plastic injection molding, and stamping production areas.

Directed engineering functions in quotation of new products, development of new processes, procurement of

equipment and ongoing engineering support for the improvement of quality, cost, and delivery (QCD) results in all

production areas.

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Served on change control board, championed and provided collaborative leadership for VA/VE, preventive

maintenance, service-parts production and future process development teams. Interfaced with customers, equipment

suppliers and Yazaki affiliates worldwide.

Director of Electronics Manufacturing 2000 – 2004

Initially led a team of 220 associates. Reduced manpower to 135 associates while maintaining volume and deliveries

and reducing overtime over a four-year period. Saved $2.8M per year in salary and benefits.

Led a cross functional team to improve the performance of a three-shift, six to seven days per week operation to

achieve original production targets in five days and address increased customer demand without adding capacity.

Responsible for the P&L results of the electronics production area with annual sales of $30M+ annually. Set goals,

developed, and oversaw expense and headcount budgets. Developed skills of 200+ associates – from assembler

through managers and leaders of the area production engineers for a four-year period.

Led QCD improvement initiatives. Improved overall equipment efficiency (OEE) by 45%, reduced average monthly

losses by 40%, reduced in process defects by 68%, reduced customer returns by over 80%, and improved average

monthly productivity by 100%.

Improved productivity 30%, which allowed elimination of third shift.

Achieved quality improvement from an initial 14K ppm level to less than 750 ppm level (94%).

Implemented Lean manufacturing principles, 5S, Toyota Production System (TPS) methodology, zero defect

activities, Six Sigma, and began flexible line concept. Eliminated nine work centers freed up 7K square feet.

Provided operational guidance for development and implementation of ISO14001 environmental management system

(EMS), QS9000, and site certification for TS16949.

Led a cross functional team in identifying root causes of production inefficiencies from 4M (man, machine, method,

and material) perspectives as customer demand rose 20%. Improved product output by more than 30%.

1988 – 1999 Mannesmann VDO

Mannesmann VDO is a Tier I automotive electronics supplier. A joint venture between VDO and Yazaki ended in 1996.

Plant Manager / Vice President Operations – North America Winchester, Virginia

1998 – 1999

Led a team with 10 direct reports and 500+ associates. Oversaw manufacturing, QA, logistics and manufacturing

engineering. Developed and managed annual and five-year expense and capital budgets for the facility.

Met with department heads to review QCD results and develop strategies for improvement. Met with other VP's to

develop company policy and direction. Interfaced with Customers and VDO affiliates worldwide.

Senior Department Manager – Babenhausen, Hessen, Germany 1996 – 1998

Performed multiple duties within various departments at the company's Babenhausen facility. Coordinated special

projects for process improvements and departmental reorganizations.

Merged the manual and robotic painting sections into one cohesive group. Improved flexibility of associates and, with

minimal capital investment, improved department productivity by 5% while reducing manpower by over 20%.

Interfaced with employees at various facilities throughout Europe, including manufacturing engineering groups

responsible for new technologies, project engineering, and industrial/cost engineering. Established communications

between the German and U.S. engineers, facilitating the transfer of technologies.

Assimilated VDO global guidelines and networking within VDO-AG for use on return to the United States.

Analyzed reject data of plastic painting systems for automotive instrument cluster masks. Identified corrective actions

in training and process parameter as well as making several equipment modifications affecting the delivery of 12,500

units per day. Reduced rejects by more than 50%.

Early Career at VDO-Yazaki 1988 – 1996

In Winchester, Virginia – started here as a Senior Manufacturing Engineer, promoted to Manufacturing

Engineering Manager, and Acting Vice President of Operations until the joint venture ended.

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As AVP, led a team of seven direct reports and 450+ associates in manufacturing, purchasing, QA, and engineering.

Coordinated the reassignment of associates and relocation of equipment to various Yazaki facilities in North and

South America. Laid off 240 associates following the termination of the VDO-Yazaki joint venture.

Led VA/VE efforts that contributed $5M+ in cost savings over a two-year period.

As ME Manager, oversaw 20 engineers and project managers, as well as an annual departmental budget of $2M and a

capital budget averaging $5M.

Reduced equipment lead times by several weeks and supported sales growth with no increase in engineering

manpower, saving at least $50K annually.

Led a $2M project to install two SMT (surface mount technology) lines.

Held responsibility for the processes and equipment required for new product introductions and ongoing production

support of OEM products.

Reviewed status of projects with senior engineers, prioritized engineering workloads and led cross functional team for

improvement of QCD, objectives on the electronic speedometer lines.

Led a $6M plant expansion project to introduce a new injection molding facility to the site, resulting in an average

20% plastic component price reduction and a $200K positive operating variance in the first year of production.

In Barrie, Ontario, Canada – Hired as a Production Engineer and promoted to Production Engineering

Manager.

Oversaw all engineering at the Barrie, Ontario facility, from new product introductions through ongoing process and

equipment improvement/support, and the equipment and building maintenance. Managed three engineers, two

maintenance technicians, and one maintenance supervisor.

Ensured equipment and process optimization for existing production lines for manufacture of printed circuit boards

(PCB) and instrument clusters for GM and Chrysler. Conducted time studies of 50% of the products produced at the

Barrie site, identifying areas for improvement.

Education

H.N.D., Mechanical Engineering University of South Wales Treforest, Wales

Equivalent to a Bachelor of Science (B.S.) in the United States.

Professional Development

Society of Manufacturing Engineers – United States (expired)

Society of Operations Engineers / Institution of Plant Engineers – United Kingdom (current)

Certification

Registered Professional Engineer with designation Incorporated Engineer (I. Eng.)

Engineering Council – London, England

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