Eric A. Montgomery

*** ****** **** ***********, ** 28117

adcdgp@r.postjobfree.com 704-***-****

Lean Manufacturing Operational Excellence Servant Leader

Highly motivated and results driven servant leader with a wide range of experience. Experienced in OpEx (lean transformations), engineering, applications, project management, material flow, Union and non-union shops, high-speed production lines, engineered to ordered flow lines, single piece heavy fabrication, machine shop, and aftermarket production.

Experience: Legrand Co. Concord, NC

June 2019 to Director Lean Operations and Continuous Improvement

Present *Develop strategy and goals for the Electrical Wiring Systems (EWS) division utilizing lean tools

*Multiple value stream analysis transformations to promote business growth

*Deploy Legrand way (lean business operating system) across EWS division

*Coach and develop a lean culture of process discipline, standard work, and continuous improvement

*Develop standard work and daily management system

*Productivity deck and pipeline process

*High speed production cell optimization

Ingersoll Rand Plc. Davidson, NC

June 2017 to Global Engineered to Order (ETO) Senior Value Stream Coach

June 2019 *Coach and develop a lean culture of process discipline, standard work, and continuous improvement through a formal ETO value stream transformation (6 Plants)

*Developed gate processes, phase work, milestones and rolling throughput yield driver metrics

*25 point improvement year over year in ETO on time delivery

*8 point improvement year over year in Margin

*19 point improvement year over year in Customer Satisfaction Index

*Coach all key contributors during daily gemba walks - adherence to standard work, flow, problem solving, value for customer, and continuous improvement

*Value stream mapping that eliminates non-value added waste in product, material, and information flow

*Educate the workforce on lean manufacturing and non-manufacturing tools such as value stream mapping, RIE’s, A3 thinking, JDI’s, visual management, and leading as a coach

*Coach lean problem solving techniques – JDI, 5 Why, 9 Step, tactical and strategic A3’s driving continuous improvement

*2017 Operational Excellence Chairman's award

Ingersoll Rand Plc. Mocksville, NC

Feb 2013 to Centac Centrifugal Compressor Operations Manager - Focus Factory Plant Manager

June 2017 *Monitor Key Performance Indicators (Safety, Quality, Delivery, and Cost) in the Machine shop, Final Assembly, and Test

*Lead lean transformation utilizing operational excellence and continuous improvement

*Formal problem solving with 5 whys, 9 steps and A3 thinking

*Reduced past due back log from 1.2 million to 27K in 18 months

*Reduced Scrap and Rework by 63% year over year

*Develop and coach employees in lean problem solving and continuous improvement

*Manage Daily Improvement with Gemba using a “go and see” approach

*Implemented Production Control, Heijunka, and visual management for material flow

GE Transportation Co. Erie, PA

Aug. 2011 to Final Assembly Locomotive Operations Manager - Business Leader

Feb. 2013 *Led 360 union employees and 20 salary employees

*Managed the profit and loss of locomotive final assembly

*Developed growth strategies and operational improvement using lean principles

*Managed operational and capital expense budgets exceeding $35M

*Increased efficiency by over 45% in 12 months

*Decreased overtime by 28% over 12 months

*Safety, Quality, Delivery, Cost, Renewal/Export Parts, Maintenance, Personnel development, Discipline

GE Transportation Co. Erie, PA

May 2010 to Global Locomotive Master Scheduler

Aug 2011 *Scheduled over $1.5B in locomotives

*Load MRP and level load across business

*Lean principles using heijunka and ABC level loading

*Schedule based off of customer commits and long lead times

*Analyze forecast/review with program managers to firm

GE Transportation Co. Erie, PA

May 2009 to Production Control Leader

May 2010 *Developed new visual processes for production across the plant

*Identified over production areas as well as material shortages

*Schedule recovery to align with quarterly financial commitments

*Drove lean material flow providing lower inventories and reduced SWIP

*Sequenced locomotive value stream

GE Transportation Co. Erie, PA

Feb 2006 to Material Technical Advisor

May 2009 *Material availability in Locomotive Final Assembly

*Led physical inventory

*Managed inventory from $120M to $68M

*Implemented Lean supermarket and kitting concepts, 18% increase Time on product

*Supported China Main Line Tech Transfer project in Qushuyan, China

*Led several Lean Action Workouts supporting others in supermarket development

Welch Food Inc. North East, PA

Aug. 2004 to Batching Supervisor

Feb. 2006 *Managed ingredient and juice inventories

*17 million gallon tank house storage facility

*Managed 5 batching platforms and tank farm with up to 45 union employees

*Oversee seasonal operations and press house with 80 union employees

*Direct juice movement – unloading and loading railcars and tankers

*Insured proper pasteurization and quality of all juice produced

*Enforced good manufacturing practices and good sanitation practices

Welch Food Inc. North East, PA

Feb. 2003 to Packaging Supervisor

Aug. 2004 *Managed 7 high speed production lines with up to 120 union employees per shift

*Monitored food safety

*Drove productivity/efficiency

*Insured a quality product

*Strived for continuous improvement

*Managed production according to planned production schedule

Pepsi Bottling Group, Mckees Rocks, PA

Nov.2001 to Product Availability Supervisor

Feb. 2003 *Supervised union work force

*Ordered and scheduled product

*Managed and scheduled overtime

*Measured inventory effectiveness

*Directed inventory control coordinator and gate clerks

Lomax Tile & Marble Co. Charlotte, NC

Dec. 1998 to Operations Manager

Nov. 2001 *Directed overall operation on a daily basis

*Managed all shipping and receiving functions

*Contributed to developing growth strategies and operational improvement

*Redesigned warehouse layout to promote an efficient material flow

Education: Penn State University of Erie, the Behrend College, Erie, PA

Aug 1993 to Bachelor of Science, Business Management with a focus in Operations Management

May 1998 *APICS (American Production and Inventory Control Society) member

Penn State University of Erie, the Behrend College, Erie, PA

Jan 2005 to Master of Business Administration (M.B.A)

Aug 2005

Contact this candidate