Gary Dick Email & Phone Number

Shawnee, Oklahoma, United States

Manage and provide technical support for manufacturing strategy and global sourcing projects.

Shawnee, Ok

Manage and provide technical support for manufacturing strategy and global sourcing projects for Eaton Hydraulics Division.

Shawnee, Ok

- Reduced customer returns by 50% by correcting plant systemic issues and working with ProductEngineering to improve product designs.- Revamped department structure to improve use of corporate processes and improve department document controls.- Established project hopper with over $6 million in cost out thru component resourcing and outsourcing of non core manufacturing operations. Working with teams to implement these projects.- Led team to reduce lead time from conception to availability of new motor designs.- Plant representative to identify and implement VA/VE solutions for current products.- Identify product simplification opportunities and work with Product Engineering and Marketing to implement these projects.

Shawnee, Ok

- Led team to develop new product that will generate $18 million in mature volume sales.- Plant lead for Product Growth Team to identify new business opportunities and work with customers on applying current products.- Identified cost out opportunities and worked with Supply Chain to implement projects.

Shawnee, Ok

- Interim Plant Manager from 9/03 to 2/04. Improved productivity 10% through improved scheduling and accountability, lead the plant through an internal Malcolm Baldrige assessment and improved plant profitability 10%.- Led Product Growth Team efforts to upgrade design of VIS motor product line to improve motor performance, enhance features and reduce cost.- Plant lead for developing division manufacturing strategy for Geroler/Gerotor motor products. Worked with plants in Japan and China to develop consistent strategy.• Received approval for 1-2 supplemental capital appropriations each year to rebuild core competency machines in support of plant manufacturing strategy.• Established a rolling two year plan to upgrade plant facilities and manufacturing equipment.• Established and implementing manufacturing strategic plan by identification of core competencies and selecting suppliers to outsource of non-core competency processes. Completed 26 major sourcing projects with suppliers in China, India, Korea, Mexico and Taiwan. Strategic plan also includes disposing of manufacturing capital not required after outsourcing or redeploying capital to improve plant capacity and drive further cost reduction.

Shawnee, Ok

- Introduced two new motor products to address customer application issues, improved profit margins and enabled Eaton to be more competitive in areas in which we currently had limited market share. Profits increased $150,000 on $1 million in sales.• Increased production 14% in over two years without an additional capital. This was accomplished through value stream mapping, six sigma projects, Kaizen projects, overall equipment effectiveness and total productive maintenance.• Implemented Kanban of all type C purchased items in assembly which resulted in an inventory reduction of $200,000. • On time delivery improved from 80% to 97+% through reducing assembly windows, value stream mapping, total productive maintenance of critical machines and implementing Theory of Constraints.• Developed and implemented an outsourcing plan utilizing Asian suppliers to reduce component costs and focus the product line on core competency processes.• Department casual absenteeism was reduced by 10%.

Shawnee, Ok

- Customer lead times were reduced 40%. A system was incorporated to monitor customers MRP enabling reaction to changes in customer requirements before we were notified of changes.- Plant Product Growth Team representative for the disc valve motor product line.

Spencer, Ia

- Initiated a program with our largest customer to implement requested design improvements. Weekly conference calls were set up to eliminate line rejects and customer rework.- Successfully launched a new product that won one of New Equipment Digests’ products of the year.

Spencer, Ia

- Coordinated and wrote the plant Eaton Quality Award for three years. The plant was an award finalist twice.- An Eaton Quality Award examiner for one year and a senior examiner for two additional years. Evaluated applications, wrote summary reports and recommended applications for the next phase of the process. Participated in site visits for EQA finalists and provided on-site feedback for applicants who were not finalists.- Eaton Quality Award process was changed after my third year on the board through a recommendation I had initiated. - Heat treat productivity improved 30% through elimination of operations, optimizing heat treat cycle times, value stream mapping and eliminating waste.

Shawnee, Ok

- ISO9001 coordinator for initial certification process. Responsibilities included setting up the documented quality system and writing procedures and work instructions for quality assurance and heat treat.- Heat-treat capacity increased 50% with no additional equipment through optimizing heat treat cycles, increasing the number of parts per heat treat load and improving furnace efficiency.- Heat treat productivity increased 60% through improved loading methods, rearranging equipment to optimize flow and reducing number and weight of fixtures required to create a load.- Casting costs were reduced $20,000 and machinability improved on 25 parts through alternative grades of cast iron.- Developed alternative heat treat loading methods reduced lap rework from 25% to less than 5%.• An Eaton Quality Award examiner for one year. Evaluated applications, wrote summary reports and visited other Eaton plants to present feedback reports.

Holland, Mi

- Commercial heat treater of ferrous materials. Started as an off shift Metallurgist, promoted to Chief Metallurgist, then to Quality Assurance Manager. Responsible for developing and maintaining all heat treat cycles, maintaining the plant quality assurance system and working with customers on all quality assurance and technical issues. Primary customers were the Big 3 automotive manufacturers, tier 1 automotive suppliers and major midwest foundries and forgers. - Reduced in house rejects for the number one problem quality customer from 36% to 6% within three months. Heat treat cycles used to process these parts were reduced from 110 to 8.

Master Of Business Administration (Mba)

Metallurgical Engineering

Activities and Societies: Tennis Team 4 Years, Captain Last 2 Years