Manager Manufacturing

* ******, ****** ** ***** H: 949-***-**** / C: 949-***-**** ***********@***.***

GREG PETTIT

Lean Certified MSIE Toyota Production System

LEAN LEADER

Lean Thinking Process Improvement Strategic Alignment Business Impact Organizational Growth

SUMMARY

Action driven, results oriented senior manager with expertise in the Toyota Manufacturing System. A leader in developing operational strategies to reduce cost, increase revenue, improve quality, safety and productivity. Broad based management skills with strong planning, communication, organizational and decision-making ability. A proven track record of driving ideas to cash through cross-functional team leadership and focused discipline. A strong mentoring philosophy that grows organization’s capability to multiply the rate of business improvement and drive sustainable results.

------ AREAS OF EXPERTISE ------

Lean / TPS Teams and Talent Value Stream / Operations

• A3 Thinking / System Kaizen

• Cellular / U Shape Cell Design

• Daily Management / Problem Solving / SW

• 5S / TPM-AM

• Multi-Day Kaizen / SMED

• Kanban / Poke Yoke

• Demand Flow / One Piece Flow

• Cultural Change

• Team Development

• Mentoring / Coaching

• Education / Training

• Self-Directed Work Teams

• Talent Recruitment

• Performance Management

• Andon / Reaction Plans

• Multiple Flow Path / Facility Management

• Strategic Planning and Vision

• OpEx Leadership

• Supplier Development

• ISO / AQS Systems

• Business Systems / Office Lean

• Heijunka / Work Leveling

CAREER PROGRESSION

Self Employed –Pettit Lean Consulting (Some of the companies listed below) 2010-Current

International Seal Coca Cola

Bodycote Carlisle interconnection

Monogram Aerospace Allergan Medical

Consulted the Companies on How, Why and When to use the Lean Tools, Team Training/Education and how to Sustain the results.

Barksdale (Crane) Los Ángeles, CA 2005-2008

Automotive suspension valves/medical equipment/aerospace/military control valves manufacturing

Sr Manufacturer Manager/Continuous Improvement Manager/Member of the Operations Excellence Board

• Chosen to make a presentation on lean and CELL Leadership to the president’s quarterly meeting to enforce a stronger team concept throughout the entire corporation. The lean team created the president’s choice award for the most outstanding Cell in the entire organization. The responsible Cell won the Shingo Prize for Barksdale as one of the top 50 leanest, the fastest, the lowest cost producer and most efficient cells in the country (2006)

• Trained the workforce on the latest Toyota Production System, JIT, lean, TPM, KANBAN, HEIJUNKA methods and implemented the new method while conducting Kaizen trainings and introducing/ implementing quality control. Also prepared all ROI/cost analysis to support my recommendations, as well as prepared financial documents for the company.

• Held more than 175 Kaizens at Barksdale and other facilities in the US

• Increased production FROM 49% to 68% in less than one year.

• Improved the production/planning and managed all assembly lines (150 employees) by teaching and implementing lean tools throughout the facility.

• Ensured that the product(s) meet federal safety requirements for OSHA.

• Trained and managed six Mechanical Engineers and 8 Quality Engineers.

• Warehouse on time efficiency improved to 90%.with an average of 8 turns.

• Dealing with customers and salespeople on a daily basis.

• Worked with the engineering Dept to ensure the method(s) were more compatible to being efficient with the Production capacity.

• Delegated authority and motivate employees to improve all aspects of the manufacturing process.

• Responsible for high profile instrument Catalyst manufacturing strategic planning processes / projects, including the annual strategy review, in depth review of key strategic issues and investment prioritization.

• Ensured the best use of organization resources in defining and planning goals, objectives, and programs to achieve the strategic plan and to achieve growth and profitability.

• Ensured spending and savings reviews are completed by cost centers monthly and perform to plan, all variances are investigated and well understood, support annual productivity goals by working within Instrument Solutions and with Supply Chain.

• Ensured product availability and daily linearity goals are met through execution of the build plan and directly support inventory goals.

• Significantly reduced the Cost of Poor Quality of all manufacturing cells by 80% from 61%.

• Developed and implemented strategies to increase efficiency maintain quality and ensure continuous improvement of policies, systems, and procedures.

• Defined equipment and capital investments required to support manufacturing and service.

• Responsible for the daily production operations of the manufacturing floor and all its components.

• Ensured annual Organization Development plans were in place, including individual development plans are executed and 100% monthly execution on reviews.

• Managed the day-to-day activities of the manufacturing process to assure that safety and best practices are maximized.

• Supported ongoing Safety program, including roll out of enhanced initiatives including physical audits and other initiatives.

• Helped increased company revenue from $28MM to$ 69MM in just 4 years.

• Developed annual manufacturing operating budget

• P & L responsibility of $500k

• Improved Employee Communication by conducting 1:1 meetings with direct reports to ensure proper communication at all times.

Trench Plate Corp. (Quick Shor) Downey, CA 2003-2005 Underground shoring equipment manufacturing

Senior Operations Manager

• Increased production by 78% in less than two years using lean manufacturing techniques.

• Managed the entire production operation of 30 employees producing $58 MM year.

• Conducted capability studies to justify the requirements for new, more modern plant equipment. Prepared ROI and cost analysis to support equipment purchases and participated in the preparation of financial documents.

• Trained 26 production employees in Downey and 11 other repair facilities in the Toyota Production System, JIT, lean methodology and the use of the true Kanban System. Conducted Kaizen training and events.

• Responded to machine problems/failures and quality issues (24 hrs)

• Managed the engineering redesigned of all of the equipment to have a much larger profit margin return by working with the engineers in redesigning the equipment more efficient.

• Reviewed and maintained quality of production for all shifts

• Coordinated and conduct shift meetings

• Prepared, schedule and oversee R&D sample runs and initial product runs

• Participated in plant production and maintenance planning and scheduling

• Participated in special projects to contribute special competencies and practices

• Monitored raw material inventories, customer owned inventories and operational supplies

• Insured adherence with all management systems including ISO 9001:2000.

• Prepared reports and documentation regarding plant production

• Worked with Quality Manager on auditing for quality

• Coordinated the set up and monitored the production runs, maintained efficient operation of all lines

• Coordinated the work flow priority, prepared work schedules for all lines and communicate the scheduling to the line supervisor.

Pennzoil Products Co. Vernon, CA 1994-2003

Manufacturer of motor oil formulations

Operations Manager /Engineer

• Reduced downtime from 3,500 minutes to less than 200 minutes, and increased production to over 80%.

• Increased line efficiency from 37% to 79%.

• Moved the plant’s ranking in overall production from fifth (of five Pennzoil plants) to first in one year.

• Directed plant’s entire production operation and maintenance (150 employees).

• Received Quarterly Manager Award on Four occasions for implementing a changeover process that saved Pennzoil $150k per month.

• This oil Manufacturing facility was on the front of the July 1999 Business World Magazine for being one of the most improved large company to undergo a major drastic change on the way we did production and business. The company was the best running Oil manufacturing company in the US.(1998-1999)

Toyota Motor Corp. Nagoya, Japan 1988 to 1993

• Chosen by the State of West Virginia to participate in a cultural exchanged program with Japan to train U.S. workers in Japan and the Japanese workers in the U.S.

• Began as a production employee and later appointed to the CO-OP industrial engineer while attending the Tokyo Institute of Technology to obtained my Lean Certification. Returned to the U.S. to complete undergraduate engineering Technology Degree, returning to work in Japan in the summers.

• Assisted the engineering department in production improvements and evaluations, including plant layout, cost studies, TPM, and waste and quality control studies.

• Participated in JIT/MIT training, Kaizen events, the use of Kanban and lean production.

• Conducted more than 500 Kaizens while at ToyotaPart of a team that had found waste, unbalanced lines as well as improved the use of Supply Chain scheduling among the operators/water spiders that resulted in enormous savings for the company.

PROFESSIONAL DEVELOPMENT

Board of Directors

Crane Aerospace

MS Industrial Engineering

Tokyo Institute of Technology

BS Industrial Technology

WV Institute of Technology

Lean Sensei Certification

Toyota Motor Corporation

Design of Lean and Flexible Production Systems

Tokyo Institute of Technology

Deming Award

Inducted in the Hall of Fame in 2010

CERTIFIED

TPS Lean and Six Sigma Black Belt

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