Management Manager

Gary Capozzoli

*** ***** ******** ***

Orange, Ca. 92869

Home/Cell: 714-***-****

*************@*****.***

Parker Hannifin Aerospace, Irvine, CA

Continuous Improvement Manager July 2007 to November

2014

Created linkage of the 3 to 5 year Corporate Strategic Plan to the long

term vision of division goals and objectives. Manage and lead continuous

improvement (CI) activities that include planning for a diverse scope and

complexity of projects to improve the efficiency of systems, processes, and

manufacturing that includes suppliers and customers. Stimulate management

thinking regarding CI and new initiatives. Lead CI Steering Committee with

management to review current and future projects. Analyze business process

metrics and evaluate performance outcomes to identify actions to eliminate

waste and improve efficiency. Built strong relationships through all levels

of the organization by meeting commitments and delivering results.

Prioritize projects and Kaizen Events by analyzing organizational impact

versus effort to achieve desired results. Education and training of team

members in all levels of the organization, suppliers, and customers about

CI philosophies and Lean Enterprise methods. Involved in Value Stream

mapping of current and future states to identify process weaknesses,

develop action plans to achieve improvements and monitoring progress.

. Track the performance of Safety, Cost, Quality, and Delivery metrics

by using the Site Tracking Center (monthly reviews by Value Stream),

Value Stream Tracking Centers (weekly review by Value Stream

Stakeholders), and Team Improvement Boards (reviewed daily by entire

cell teams that includes Value Stream Managers, Cell Leads, ME, QE,

Buyers, Planners, Schedulers, and Customer Administrators).

. Analyze the Tracking Center, Value Stream Boards, and Team Improvement

Boards (TIB) data to identify repetitive problems or Kaizen projects

to address.

. Work with leadership team to select, prioritize, charter, facilitate,

and track progress of Kaizen events.

. Train and implement Ten Step Problem Solving mythologies in the office

and production areas using data and not options or guesses to focus

not only on problem containment but ultimately mistake proofing to

prevent future problem reoccurrences.

. Implemented an improved Material Review Board process (MRB) that lead

to a reduction from 1036 open MRB tags to 200 and a reduction in

inventory from 460K to 60K.

. Reorganized the Shipping Department layout to implement three flow

lines that reduced throughput time from 3 days to same day resulting

in a 40% reduction in premium freight costs.

. Created a new Product Reediness Review (PRR) process to streamline the

transition from development to production of new products resulting in

a decrease from 345 days to 145 days.

. Implemented a new Heijunka (level loading) process that reduced Work

in Process (WIP) from 4 days to 4 hours.

. Established hourly material movement routes to ensure material and

information flowed in a predictable process.

. Implemented Kamishibai Boards for key office processes that included

Finance, Purchasing, and Buyers to ensure task completion was visible

and ahead or behind was clearly communicated.

. Streamlined the Document Review process that resulted in a reduction

from 55 days to 10 days.

. Bench marked other divisions and companies to discover best practices

and how they could be implemented.

. Implemented a shop/office Andon Light system to ensure that the

required office resources responded to the production areas in a

timely manner and issues/resolutions were resolved and recorded to

analyze for future improvements.

. Implemented daily Town Hall Center metric reviews, Layered Audits,

Management Standard Work, and Line Walks with Site Staff management to

ensure issues and solutions were identified and addressed in a timely

manner.

. Created one piece flow in 50% of the Manufacturing Cells resulting is

an average reduction of cycle time by 46%.

. Trained and implemented High Performance Teams (HPT) that focused on

adapting to rapid pace changes in the business environment. This

included Leadership Training, Team Orientations, Team Chartering and

Team Development that included conducting training modules in team

communication, decision making, meeting management, feedback, and

conflict management resulting in improved empowerment, collaborative

decision making, problem solving, and innovative/creative solutions.

. Conduct monthly New Hire Orientation meetings

. Provide Customer Facility tours as required to highlight lean

activities.

NORTHROP GRUMMAN CORPORATION, El Segundo, CA.

Joint Strike Fighter F-35 Supply Chain Management July 2003 to

2007

. Participate in Program Proposals and Reviews

. Perform Spares Modeling and Maintenance Task Analysis

. Interface with Suppliers to ensure on time delivery of spares

Joint Strike Fighter F-35 Systems Engineering Integration Team (SEIT)

. Business Planning and Reporting tasks, Proposals, Earned Value

Management System (EVMS), and Scheduling

. Quality Metrics/ISO compliance/Lean Initiatives, Strategic Planning,

Value Stream Mapping, and Customer Interface

. Reviewing specifications and technical plans for integration/accuracy

IPC COMMUNICATION SERVICES, Foothill Ranch, CA

Operations Manager (2001-2002) August 2000 to

2002

Overall responsibility for the management of the daily plant production

activities.

. Developed daily metrics to monitor through-put, on-time delivery,

quality, corrective action, freight costs, aged inventory and labor

costs.

. Achieved improvements within 12 months in on-time delivery from 80% to

98%, quality from 85% to 99% and a decrease of aged inventory by 350K.

. Managed 85 employees with six direct reports that required performance

reviews, discipline, promotions, hiring and terminations.

. Developed strong teams by providing support, making expectations clear

and treating others fairly and with dignity.

Lean Manufacturing Manager (2000 to 2001)

Oversaw global implementation and accountability of Lean Manufacturing

principles throughout the organization.

. Conducted management and employee training in Lean Manufacturing

concepts.

. Developed/mentored/motivated Lean Champions at other company

locations.

. Planned/led Accelerated Improvement Workshops (Kaizen Events) that

included interaction with all levels within the organization,

including customers and suppliers if required.

. Conducted training in Value Stream Mapping to see the total process

and identify opportunities/priorities.

. Introduced cellular manufacturing by product families resulting in

decreased WIP and lower headcount.

. Completed implementation of Kanban system using mini max levels and

JIT suppliers resulting in a 156K reduction of commonly used

materials.

. Spearheaded lead-time reductions resulting in 240K per month reduction

in premium freight costs.

PARKER HANNIFIN AEROSPACE, Irvine, CA July 1992 to 2000

Continuous Improvement Leader (1997 to 2000)

Served as change agent/mentor/educator in leading the continuous

improvement process and product/process development.

. Provided leadership in Accelerated Improvement, Continuous Flow, Line

Balance, Pull Systems, Standard Work, Mistake Proofing, and Setup

Reduction.

. Served as Event Coordinator for Kiazen Events. Oversaw preparations,

team selection/training/leadership and provided post-event follow-up.

. Managed divisional Cost Reduction Program that achieved $6.9M in

divisional savings for FY99.

. Motivated workforce by employee recognition incentives for monthly,

quarterly, and annual winners.

Reliability Support Team Leader (1996 to 1997)

Supervised/promoted the advancement of technology to provide cost

effective, profitable products and practices. Responded to customer

inquiries, resolved technical problems, made recommendations and traveled

to customer locations. Provided product analysis reports to

internal/external customers.

. Coordinated with other teams/divisions to identify areas of potential

concern and product improvement.

. Analyzed product failure trend to proactively address potential

problems before they became apparent to the customer.

. Trained, developed and evaluated team members.

Engineer II (1992 to 1996)

Performed complex engineering administrative duties that required

independent judgment, familiarity with engineering procedures, documents,

schedules, and specification requirements.

. Developed/enhanced Failure Reporting and Corrective Action System

(FRACAS) that was then used by all divisions and customers.

. Interfaced with the engineering staff to discuss failure trends and

corrective action planning.

. Used database to research, analyze, and identify potential product

improvement opportunities.

Education

AA, Commercial Aviation and Liberal Arts, Orange Coast College, Costa Mesa,

CA

BA, Business Management (99% complete), University of Phoenix, Costa Mesa,

CA

Professional Development

Certification, Lean Manufacturing (Boeing Company)

Training, Lean Manufacturing (Shingijutsu Company of Japan)

Certification, ISO 9001:2000 Lead Auditor (L. Buck Consulting)

Six Sigma Green Belt Certification (BMG Consulting)

Parker Lean System Facilitator Certification (Lean Boot Camp II)

Parker Lean System Facilitator Certification (Lean Boot Camp III)

Parker Lean System Lean Enterprise Value Stream Transformation Facilitator

Training

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