Manufacturing, financial, operations, business planning, start up's
Resume:
George J. Gikas
Lomgmeadow,
*****@*******.***
PROFILE
Dynamic hands on leader with demonstrated success establishing performance excellence for leading edge industrial manufacturing organizations. Strong track record reducing costs and increasing profitability through exemplary strategic planning and hands-on change management in start-up, turnaround, high/low volume and rapid-growth environments. Broad-based expertise includes business planning, P&L responsibility, operations management, capital budget/improvements, World Class manufacturing practices, product development, sales forecasting, and quality improvement programs. Dedicated to building and developing high performing teams that exceed expectations.
PROFESSIONAL EXPERIENCE
ThermoCraft Engineering, Lynn Massachusetts 08/2019 – 09/2024
A 56 year old supplier of contract design/thermal engineering and manufacturing services. Strong competencies include product development, design engineering, metal fabrications, and microwave systems. Service. Product/services are supplied to defense, food, medical, aerospace, environmental, and other miscellaneous industries. ThermoCraft is in the midst of rapid expansion and growth. Recent improvements include implementing a product based business unit for a keycustome, becoming a Preferred Supplier to Raytheon, and expanding process capabiities.
General Manager (Contract Position)
Reporting to the President of ThermoCraft engineering. Responsibilities include profit/loss, customer satisfaction, increasing capacity, expanding supply chain, and quality for a multi-site operation. This includes leading materials, plant/environmental, and manufacturing. Also staffing manufacturing operations as well as driving continuous improvement to improve on time delivery and reduce quality costs.
Janis Research, Woburn, Massachusetts 6/2016 – 8/2019
A 45 year old OEM producer of cryogenic equipment serving numerous industries including semi-conductor, aerospace, materials development, and university research and development. Outstanding reputation as one of the world leaders in providing cryogenic solutions.
Director of Manufacturing Operations
Reporting to the CEO. Responsibilities include customer satisfaction (on time deliveries), operations efficiency, meeting quality standards for minimal rework and warranty costs, and successful completion of R&D. This includes leading manufacturing, materials/supply chain, and manufacturing engineering. Driving continuous improve ment, lean manufacturing efforts, cycle/lead-time reductions, and KPI’s to identify opportunities.
Thermocraft Engineering, Lynn Massachusetts 12/2013 – 6/2016
A 50 year old supplier of contract design/thermal engineering and manufacturing services. Strong core competencies include product development, design engineering, metal fabrications, CNC machining, and microwave systems. Services and products are supplied to defense, food, medical, aerospace, environmental, and other miscellaneous industries.
General Manager
Reporting to the President of Thermocraft engineering. Responsibilities include profit/loss, customer satisfaction and quality. This includes leading engineering, materials, plant/environmental, and manufacturing operations. Driving ISO certification efforts, Lean 6 Sigma efforts, ERP Implementation, and other continuous improvement efforts.
Implementation of an ERP system E2 under budget and within a 6 month deadline.
Restructured the manufacturing facility to increase capabilities and capacity to meet a 30% increase in sales growth.
Led a team effort to certify Thermocraft to AS9001 in order to meet defense customer’s requirements of first tier suppliers.
Applied lean manufacturing principles in leading a tool/die kit program projected to improve fabrication efficiency by 20%.
SPX Precision Component, FENN Division, Newington, Connecticut 07/2012 – 12/2013
A 100 year old supplier of Metal Forming Equipment and services to the aerospace, energy, medical, semi-conductor, automotive, and other miscellaneous industries. Fenn has a world renowned reputation in supplying solutions, and engineering services to customers. Key competencies include developing capital equipment for spring making, metal rolling, wire shaping/flattening, swaging and stamping,
General Manager
Reporting to the President of SPX Precision. Profit and loss responsibility of the Fenn division. This includes sales/ marketing, international sales offices, design engineering, quality, materials/purchasing, manufacturing, and shop floor supervision. Utilizing creative thinking, passion, and vision to develop new products as well as numerous improvements on existing product lines. Leading continuous improvement activities that include lean manufacturing, marketing/pricing strategies, and systems/procedures for quality engineering and program management. Developing a succession/hiring plan to revitalize personnel across product management, quality, and engineering.
Lead to efforts to revitalize a 50 year old product line that has led to increased sales of $1.5 million with a 22% profit margin. Sales are projected to increase by 10% per year. Initiated lean activities to modulate this product line that are planned to improve margin to 30%.
Hired and developed 2 product engineers/managers as a succession plan for key personnel soon retiring in 3 years. Also introduced and developed manufacturing and quality engineers.
Successfully launched a new product for producing medical, dental, and precious metal wire. Expected revenues to be $1.0 million annually with a 40% profit margin.
Led the development of major proposals totaling $4.0 million and successfully negotiated these proposals into sales for 2013 thru 2014. These proposals included a rolling mill used for stamping aerospace vanes/blades for a key turbine OEM.
Provided vision, energy, and leadership to the manufacturing group resulting in a $100k monthly cost reduction in direct labor.
EVERETT PATTERN & MANUFACTURING, Middleton, Massachusetts 2004 – 2011
EVERETT PRECISION MANUFACTURING, Peabody, Massachusetts
A key supplier of engineering and manufacturing services to the medical, optics, defense, robotics, energy and semi-conductor industries. A 100 year old company with projected growth to $12 million in revenues with 50 employees.
Vice President & General Manager, (2008 – 2011)
Vice President, Operations, (2005 –2008)
Provided hands-on leadership skills to successfully rescue an organization out of a crisis situation and redirect into a thriving company postured for profitable business growth. Responsible for sales, engineering, operations, capital planning and finance with a strong focus on customer service and continuous improvement..
Spearheaded a plant-wide turnaround utilizing lean manufacturing principles, updated manufacturing processes, and visible metrics. Resulted in improved customer service (85% to 98% on time delivery), improved lead-time reducing inventory levels (inventory turns from 12 to 24), and manufacturing P&L of $1.25 million.
Restructured management, systems/procedures and plant operations resulting in annual sales growth from $3 million to $5 million within first 2 years. Expected revenues to reach $6 million with an increased and a more diverse customer base.
Successful development of various components for customers that included Analogic, Varian Semi-Conductor, Optikos, Casepick, Brooks Automation, Caliper Life Sciences, Gerber Scientific, KLA Tencor, Advanced Electron Beam Inc., and Raytheon. Many of these products were utilized in a clean room environment and were used for scanning/vision systems and producing semi-conductors.
Advanced Laser Technologies Laser Technologies, Stoneham, Massachusetts 1999 – 2004
Division of Meller Optics, Providence, RI.
Start-up laser company that grew from 3 to 18 employees generating $2 million in annual revenues. Supplier of engineering, tooling, and laser cutting/welding services required for manufacturing of aerospace/land marine turbine components, electronic products, medical devices, and various commercial products.
Contract Director of Operations, (2000 – 2005)
Contract Consultant, (1999 – 2000)
Directed manufacturing operations at two plant sites, with responsibility for sales forecasting, production & capacity planning, customer satisfaction, cost projections/budgets, manufacturing, industrial & manufacturing engineering, plant/equipment management, and purchasing. Key activities included new customer capture, quote and proposal preparation, pricing negotiations, strategic operations and marketing planning, process improvements, plant and cell layout development, and establishment of goals and metrics for engineering and manufacturing personnel.
Led a plant start up to accommodate increased sales volume while leveraging cellular & lean manufacturing methodologies; increased sales volume to $2.0 million by the fifth year with 90% productivity and 95% on-time delivery
Recruited, hired, and trained manufacturing and production staff of 16 individuals
Implemented a three-shift 24/7 manufacturing plan to accommodate increasing sales volume
Developed manufacturing processes, CNC programs, and tooling to produce prototypes and final products
Developed laser delivery systems that involved complex optics systems to drill, weld, and clad high precision components.
Initially developed new business through cold calling to obtain laser cutting and welding contracts
Established manufacturing and operations procedures/systems leading to ISO9000, AS9100, and NADCAP certifications for engineering, production, and laser machining
Caval Tool Division, Newington, Connecticut 1996 – 1999
$45 million supplier of jet engine, land and marine turbine components.
Operations Manager
Managed a 250-person manufacturing operation at three manufacturing plant locations in a two-shift operation. Responsible for manufacturing P&L budget of $3.5 million and capital budget of $8 million.
Provided vision and leadership to transform from a department work center manufacturing operation to product-focused business units resulting in increased capacity, increased monthly sales volume output from $3 million to $4 million, 50% lead time reduction, and 25% annual cost savings
Implemented capital improvements/acquisitions, operations restructuring, and process improvements that increased manufacturing output by 33%
Initiated and led successful implementation of key improvement programs including Six Sigma, ERP, and AS9100 certification
Utilized lean manufacturing processes to improve processes and enabling aggressive pricing strategies that resulted in winning numerous contracts valued at up to $8 million while reducing costs and lead time
Successfully implemented electron beam welding, clean room assembly, shot peening, and inert chambers for tig-welding titanium.
Established key performance indicators for delivery, quality, and productivity
Kennametal, Orwell, Ohio 1993 – 1996
High volume OEM designer, developer, and manufacturer of carbide inserts, cutting and tooling products.
Focus Factory Manager, (1994 – 1996)
Manager of Manufacturing Engineering, (1993 – 1994)
Directed staff of 85 manufacturing, engineering, purchasing, EHS and administrative personnel. Managed a business unit and capital equipment budget of $12 million. Team accomplishments include:
Developed new products/processes for cutting materials and tested each according to customer and product specifications
Implemented and facilitated new equipment and processes that expanded manufacturing capacity to support a 70% increase in production demands
Initiated facility and plant improvements that resulted in annual cost reductions of $250,000
Implemented vision/scanning systems to refine automation of manual processes.
Led a corporate process improvement program that resulted in a 30% increase in manufacturing capacity and a reduction of scrap from 14% to 9% resulting in annual savings of $750,000
Developed a $2 million capital proposal to convert from a process-oriented manufacturing environment to a product-oriented environment resulting in a 25% reduction in quality cost, 10% improvement in plant-wide manufacturing efficiency, 40% reduction in product lead-time, 20% increase in overall plant space availability increase, and a $500,000 reduction in WIP
Babco Textron, Danvers, Massachusetts 1989 – 1993
Contract manufacturer of jet engines, military vehicles, and land and marine turbine components. Division of Aircraft Engine Components.
Manufacturing Engineering Manager
Directed engineering department of 16 engineers, CNC programmers, cost and technical documentation administrators.
Developed processes and procedures in alignment with ISO9000, OEM, government, and military contracts and specifications
Planned and implemented CAD/CAM, Bill of Material and Routing Modules for MIS, personal computer Plant LAN Network, and upgraded from a PC Desktop floppy system providing seamless transmission of data to increase efficiency
Served as Team Lead Manager for a successful $6 million proposal resulting in an award of a 3-year contract: 15% of company annual revenues
Implemented leading edge manufacturing technologies and automation processes resulting in cost reductions of $1 million
Directed process improvement and TQM teams on problem products to address quality/delivery issues resulting in improved on-time delivery from 65% to 85%, increased manufacturing efficiency from 85% to 95%, and a reduction in quality costs from 20% to 10%
Middleton Aerospace Corporation, Middleton, Massachusetts 1986 – 1989
Engineering Program Manager
Chief Engineer Metallurgist
EDUCATION
M.B.A., Operations and Finance – Suffolk University, Boston, Massachusetts
M.S., Metallurgy – University of Connecticut, Institute of Materials Sciences, Storrs, Connecticut
B.S., Mechanical Engineering – Worcester Polytechnic Institute, Worcester, Massachusetts
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