Manager Systems
Resume:
GARY P. PECOR
**************@*******.***
Profile
Lean transformation specialist - led current organization’s lean transformation from a zero lean strategy to an AME award recipient in 4 years. Award presented in October 2015 at AME National Conference in Cincinnati, OH
A dedicated industrial lean leader, trainer and seasoned professional with great success in leading organizational change. An experienced executive who demonstrates creativity and genuine moral leadership. An innovative, organized, and detail oriented problem solver. Results driven turnaround specialist, capable of using data to identify gaps, perform analysis and deliver projects on time, on budget, with a high degree of quality. Dynamic problem solver and communicator with a keen ability to motivate and influence management and peers alike, to achieve positive results. Able to exercise discretion and act with integrity in all surroundings.
Operational expertise includes:
Lean Manufacturing Trainer Value Stream Mapping Level Scheduling
Purchased Parts Supermarkets Purchased Parts Pull System Production Pull System
Standardized Work Operator Balance Charts Machine Balance Charts
Raw, WIP, FG Market Dev. Plan for Every Part (PFEP) Time To Replenish (TTR)
Tugger Delivery Dev. Visual Management Systems Cellular Manufacturing Lean Supplier Development Process Efficiency Production Scheduling Material Flow Task Force Development Quality Circle Facilitator
SMED 5S poka-yoke (error-proofing)
Professional Experience
ACCURIDE CORPORATION 2011 – Present
Primary – Lean / Continuous Improvement Manager
Responsible for directing the initial deployment of Lean Manufacturing systems to create an effective and efficient flow of product, data, and information, to reduce costs, increase business agility, exceed customer expectations, and eliminate non-value added workflows. The three year implementation plan highlights and results are shown below:
VALUE STREAM MAPPING – Operational and transactional Value Stream Mapping using both Current and Future State maps, across all value streams.
oOperational mapping - Efficient movement of correct products
oTransactional mapping - Efficient movement of correct information across all functional teams (Sales, Human Resources, Engineering, Maintenance, Quality, Legal, Finance, Procurement, etc.)
oExtended Value Stream Mapping - External Partners (Customers, Suppliers, etc.)
INVENTORY REDUCTIONS:
oReduced Raw Material working capital by $1.5M by implementing Raw Material Min/Max Market Levels, Purchased Parts Pull Systems across all value streams, a Plan for Every Part (PFEP), and a plant supermarket.
oReduced WIP inventory levels by $392K by defining and maintaining Min/Max market levels, FIFO levels, and Level Scheduling Systems.
oReduced Finished Goods working capital levels by $1.4M by implementing Production Pull systems (Batch Kanban), Time to Replenish (TTR) monthly production demand systems, Changeover Wheels, Finished Goods Min/Max levels, and FIFO systems.
oCustomer and supplier pull systems.
PRODUCTIVITY - Increased productivity 53.4% (12.9 pph to 19.8 pph) by implementing operator standardized work, material flow patterns, Preventative Maintenance visual systems, and operator and machine balance charts.
OEE - Increased OEE by 45.4% (42% to 77.8%) by implementing operator standardized work audits, changeover reduction workshops, hour by hour visual systems, and production changeover wheels.
MATERIAL FLOW - Reduced material handlers BY 15% and line-side delivery time by 86% (51 minutes to 7 minutes) by implementing a Tugger delivery system, Point of Use Flow Racks, and a purchased parts supermarket.
UPTIME - Increased machine uptime 16% by implementing Owner/Operator Maintenance Systems
AUDITS - Maintained all Lean initiative gains through the use of a Lean Layered Audit systems
LEAN EDUCATION - Educated the staff and workforce on lean principals and company-wide strategic lean initiatives.
EXPEDITE COSTS – Reduced expedited shipping costs 82% by implementing a visual Transportation Management System (TMS)
DETENTION COSTS – Reduced detention costs by 91% through driver standardized work and TMS.
SHIPPING TRANSACTION ERRORS – Reduced transaction errors by 86%
Secondary - Value Stream Manager
Manage the drum machining value stream. Plan and direct the layout of equipment; ensure production follows appropriate workflow and machining methods; Hire, schedule and train production staff; ensure manufacturing performance and quality goals are met; perform a variety of additional duties and tasks. Lead and direct the work of a production staff consisting of representatives from scheduling, quality, engineering, and maintenance. Report to the Director of Operations. Since 2014, reduced scrap by 77% (from 2.17% to 0.42%), increased OEE 19.5% (from 70.5% to 87.6%), increased Parts per hour 17% (from 109 PPH to 132 PPH), reduced tooling cost per unit by 68% (from $3.50 to $1/11), reduced high volume changeover downtime by 50% (from 180 min to 90 min) and mid-volume cells changeover downtime by 55% (from 90 min to 40 min).
AMERICAN AXLE & MANUFACTURING 2002 – 2011
Production Coordinator / Lean Manager
Developed and deployed operations plans, production goals, and lean initiatives
Identified and implemented initiatives to improve safety, quality, delivery, productivity, & material flow
Developed subordinates lean manufacturing and continuous improvement capabilities
Settled disputes and grievances between UAW members and the salaried workforce
Prepared Standardized Work for all associates
Implemented Production Pull systems, Min/Max systems and Changeover Reduction workshops
Organized Lean training to ensure both the workforce and management were educated on lean
Created Current and Future Value Stream Maps covering 4 separate value streams
Managed maintenance activities and tracked preventative maintenance activities
Recorded and tracked daily OEE, Efficiency, Scrap, Productivity, First Pass Yield and DT
UNITED STATES ARMY (Retired) 1978 - 2002
Non-commissioned Officer, Military Police
Education
48 Months spent with a “Lean Sensei” (November 2011 – Current)
Central Texas College, El Paso, TX (1983 – 1985)
University of New Mexico, Las Cruces, NM (1986 – 1988)
University of Maryland, European Campus (1996 – 1998)
Rockford University, Rockford Illinois – BSMS ongoing
Harris Lean Systems, Material Flow
Harris Lean Systems, Level Scheduling
Harris Lean Systems, Value Stream Mapping
AAM Lean Boot-camp
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