David Gingras Email & Phone Number

Shinjuku-Ku, Tokyo, Jp

Chicago, Il, Us

Lead the implementation of Kraft Heinz Manufacturing System (KHMS) in The Easy Meals business unit, ensuring understanding and execution at all levels of the business. Drive development of implementation plans for KHMS with a focus on key aspects that drive KPI improvements.Train facility personnel in problem - solving techniques for daily problem handling targeting losses and implementing root cause solutions. Participate and coach Daily Management meetings in order to get to a goal of minimal losses with maximum participation from team members.

Morristown, Nj, Us

Accountable for leading and directing the implementation of structured improvement processes to ensure strategic, operational and tactical improvements are realized throughout the organization.• Develop and champion - business improvement planning processes that aligns and prioritizes improvement projects linked to business strategy and business planning at corporate and operational levels.• Optimizes, implement and maintain - power, production and waste handling capacities for all sites.• Develop and implement operational excellence metrics directly related to the scope of responsibilities, including improvement reporting processes.• Collaborate cross-functionally with leadership to ensure effective execution of improvement projects and realization of EBITDA impact.

Deerfield, Illinois, Us

Responsible for developing and implementing Design for Six Sigma. • Develop and Deploy - Black Belt and Green Belt curriculum for R&D resources globally.

Walpole, Ma, Us

Responsible for deploying and driving Lean Six Sigma across Business Units and Mills in North America. • Identify, train, and develop - Black Belt and Green Belt resources assigned to projects related to Lean Six Sigma tools and methodology. • Quality Improvements – Used a disciplined root-cause problem solving method to eliminate a persistent quality issue, resulting in increased customer satisfaction and $1 million in cost savings annually.• H&V Operating System – Developed an operating system, similar to TPS and Shingo to define and drive the organizational behaviors, systems, and processes used to improve all aspects of the businesses.

Boston, Ma, Us

Hired to lead the enterprise-wide planning and execution of process improvement and operational efficiency objectives aligned to strategic goals. • Led Corporate Cost Savings initiative, delivering $26.5M in annual savings and setting the graoundwork for future savings with a robust process for identifying, prioritizing and resourcing future savings opportunities. • Identified and executed Value Creation & Capture ("VCC") opportunities, which are designed principally to transform the Company's manufacturing and distribution operations, and to support its productivity and commercial excellence initiatives. VCC activities generate approximately $60-$65 million of annual cost savings.• Developed Continuous Improvement framework by creating a training program and mentoring network at all plants.

Fridley, Minnesota, Us

Responsible for managing all aspects of the FDA’s UDI (Unique Device Identification) initiative. This is a 3 year project that is designed to standardize product labeling and communication of key product attributes.• Project Management - Developed and managed the overall project schedule in order to successfully implement by compliance dates on a total of 3,500 product lines.• People Management - Directed a team of 3 people mining data from legacy systems to populate the FDA database.• Financial Analysis - Developed and received approval for a $9 million budget for staffing and capital solutions to print barcodes at all packaging levels.

Fridley, Minnesota, Us

Directed world-wide deployment of Lean, Six Sigma, Design For Six Sigma, and Product Development. Also responsible for providing direction to 10 indirect reporting Master Black Belts. Subject Matter Expert in techniques including TRIZ, Voice of the Customer, Design for manufacturing/assembly, and Design of Experiments.• Training and Mentoring Master Black Belts, Black Belts and Green Belts that produced over $150 million annual savings and launched 22 breakthrough new products. • Merging DMAIC and DFSS Black Belt training materials into a single curriculum that teaches advances statistical tools for both Operations and R&D. The increased efficiency of this training model achieved a $140k annual savings.

Marlborough, Ma, Us

Overall responsible for Operations Six Sigma training, curriculum development and deployment at sites world-wide.• Training and Mentoring - 280 Green belts and 48 Black Belts worldwide. • Lead a Green Belt Curriculum Improvement Team aligning the training to Engineering competencies, reducing training from 9 days to 7 days while bolstering the statistical content in order to support complex analyses and validations.• Drove Self-Sufficiency in operations Green Belt and Black Belt training eliminating the needs for external consultants.

Us

Used Lean techniques to analyze the flow of inventory from demand to conversion, with the goal of reducing inventory. • Drove inventory from $14 Million to $9 Million in a 6 month period.• Eliminated off-site and trailer storage for inventory and unused equipment resulting in an annual savings of $180,000.

Mentor, Ohio, Us

Responsible for driving cost and Quality improvements using Six Sigma methodologies. This includes the mentoring of four Greenbelts, the development and delivery of training to the entire plant, and assisting management in scoping out and assigning projects. Led the integration of a closed manufacturing site into the Milford facility. This included full qualification of 329 products, development of specifications for these products, and training on all equipment.  Standardized 225 products, allowing the products to run twice as fast, for a savings of $160,000 annually.  Drove an effort to reduce scrap on a key product line resulting in an annual savings of $645,000. Automation of a packaging line, reducing the staffing by two and increasing the throughput, saving $80,000 annually.

Bachelor Of Science (B.S.), Industrial Science

Bachelor'S Degree, Industrial Science