Operations leader, Manufacturing leader, Lean leader, Director

Eric A. Montgomery

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

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

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