Gary Cockerham, Cpim Email & Phone Number

Remote

Develop and implement lean conversion strategies with client partners in varying industries helping them to achieve rapid improvement and sustainable results.• Lead client management and executive staff in creating and sustaining a kaizen culture.• Facilitate kaizens and develop client partner Subject Matter Experts. Core tool competencies include: Standard Work, SMED, Material Flow and Kanban, Value Stream Mapping, Daily Visual Management, Policy/Strategy Deployment, Transactional Process Improvement, Lean Daily Management, Total Productive Maintenance, Variation Reduction, 3P, S&OP, and Problem Solving.

Newbury, Ohio

Water Star is a wholly owned subsidiary of The Tennant Company with extensive R&D resources/capabilities. Products: mixed metal oxide anodes/cathodes, electrochemical cells.Provided operational leadership for 20 associates in a 30,000 square foot facility in Ohio with responsibilities for P&L, Sales, Marketing, Business Development, Supply Chain, Operations, and Talent Management. Also provided operations and lean manufacturing leadership, as Operations Leader, for Tennant Minneapolis-based subsidiary, Orbio. Reported to Global SVP.• Improved revenue 148% through attainment of 28 new global customers resulting in first profitable year in 2014.* Led 2 successful new product launches, initially increasing revenue by $760K. Year 2 projection $1.6M.• Relocated company from 14,000 sq. ft. facility in Newbury, OH to new build 30,000 sq. ft. facility in Parkman, OH.  Designed and contracted build of new HCL Etch System increasing capability and capacity.  Procured new high temp oven increasing oven capability and capacity by 150%.  Designed and built 4,000 sq.ft. research & development lab in new facility.• Conducted EH&S safety blitzes providing awareness training, audit process, incentive programs resulting in delivery of company’s first year without an accident or injury in 2014, no Workman’s Compensation claims.• Developed partnership with global distributor in Cathodic Protection and established new vertical market in E-Coat Systems increasing first year Sales by $350,000.• Consolodated titanium material grades directly sourcing from mill, reducing price per pound 32%.• Sourced titanium tubing from offshore provider in China reducing landed costs 26%, LT by 2 wks.• Worked with HR redesigning onboarding process improving hiring and retention in the Louisville, KY distribution center.• Created and implemented S&OP process linking Orbio Sales demand and forecast to Operations. Improving On-Time Delivery, Lead Time, while reducing inventory.

Orange, Ma / Cranberry Township, Pa / Czech Republic

$2B public leading worldwide industrial company comprised of two strategic platforms in Process and Motion Control (PMC) and Water Management (WM), with approximately 7,400 employees globally. Reported to Senior VP.Consolidated operations in Fontaine, Magog, Quebec, to Rodney Hunt facility, in Orange, MA. Led continuous improvement events for process improvements reducing the footprint of manufacturing operations. Managed $700,000 project budget, on time and under budget!. • Generated and implemented new plant layout, using 3P, 5S, Standard Work and Variation Reduction Kaizen events, resulting in improved product flow, quality and productivity. Completed the relocation within pre-established time frame.• Conducted Kaizen events at Rodney Hunt, Fontaine, GA Industries, and JMA facilities (Czech Republic).• Created and implemented on-line documentation system converting paper based ISO/Quality System to on-line quality management system with computer workstations in each cell and office.• Delivered technology innovation by developing business case for obsolescing two thread-cutting machines and replacing with a thread-rolling machine for annual cost savings of $400,000.• Developed strategy deployment deck for Rodney Hunt and facilitated monthly reviews.

Greater Milwaukee Area

Directed lean and quality for 1,000,000 square foot facility with 745 associates producing gear drives, pinions, and large gears. • Developed and implemented a Lean Tool Black Belt Certification program improving associate use of lean principles.• Conducted an average of 6 Kaizen events per month with 27 associates earning Black Belt certificates in Lean Tools.• Collaborated with educational consultant to develop Train-the-Trainer class to motivate and train associates in lean manufacturing principles for a higher rate of adaptation within the facility and improved productivity.• Led project teams assigned to implement $23M plant modernization project.• Led NPD stage gates 3 and 4 project teams to tool up and develop processes for new major product launch. Utilized 3-P Kaizen to design product and manufacturing to produce gear reduction drive units resulting in improved market share.• Introduced and implemented pressure decay leak testing technology for gear reduction drive units improving quality.• Developed and conducted Root Cause / Countermeasure Training across Rexnord USA facilities.

Stuarts Draft, Va

Provided operational leadership for 135 associates including 12 direct reports, in a 100,000 square foot facility. Managed $43M P&L. Reported to Operations SVP.• Developed plant culture where safety is owned and managed by associates resulting in plant maintaining perfect safety record for 3+ years. • Drove improvements in delivery to 95%+, sustained for 3 years with 6 months straight at 98%.• Drove improvements in quality, using Kaizen achieving 5 Sigma levels plant wide. • Used TPM Kaizen to build a robust, proactive, preventive maintenance program improving machine uptime.• Maintained rigid Kaizen schedule averaging 4 events monthly with an associate transition from 135 to 80 associates resulting in efficiency improvements handled through attrition over 4-year period with sales moving from $23M to $43M. • Improved sales dollars generated per associate from $250,000 to more than $537,000.• Promoted October 2009 to LEAN/Quality Director for the Gear Group, based in Milwaukee, WI.

Kinston, Nc

Provided plant management for a 165,000 square foot facility with 123 associates generating $48M annually. Reported to Operations SVP.• Drove on-time delivery to customer request date from 47% in 2002 to 98% in 2004.• Improved inventory turns from 8.2 in 2002 to 13.4 by February 2005.• Drove successful lean conversion, of the facility improving productivity by 66% from 2002 to 2005.• Drove 50% year-over-year improvement in quality, as measured in parts per million (PPM).• Managed 3 successful new product launches in Gilbarco’s Kinston facility and Veeder-Root facility in Sao Paulo, Brazil.• Recruited by former Danaher SVP to take a Plant Manager role at Rexnord, LLC.

Greensboro, Nc

* Provided Engineering support to regional remanufacturing centers in Dallas, Chicago, & Hayward* Developed and implemented World Class on-line documentation system for ISO registration* Consolidated Remanufacturing operations in Dallas and closed the other 2 centers* Project lead to relocate Dallas operations to Kinston, NC.During my Engineering years with Gilbarco, I developed a reputation for my ability to implement process improvement and facility layout/relocation. I have worked in Danaher facilities in Canada, India, Australia, and Brazil; as well as, throughout the US.

Greensboro, Nc

* Marketing and Engineering support for 3 regional remanufacturing centers.* Developed and expanded export market for remanufactured products. Grew export business from 0 to 22% of total revenue generated by remanufactured products ($30M). Developed market for remanufactured products in South America.* Spent 65% of my time on Strategic and Marketing duties and 35% on Mfg. Engineering duties in regional centers improving processes, production linearity, developing SOPs and making design changes to products for use in South America.

Greensboro, Nc

* Managed a team of 7 Industrial and Manufacturing Engineers* Implemented Cellular Manufacturing and JIT Production concepts* Handled new product introductions and Engineering changes* Attended classes conducted by W.E. Deming

Greensboro, Nc

* Developed and implemented new layout for the Assembly Focused Factory incorporating JIT principles.* Established first assembly cell, in the Greensboro facility, based on JIT concept.

Greensboro, Nc

* Trained and certified in the application of M.O.S.T. by Maynard Institutes* Performed methods analysis, time studies, ratio delay studies and router maintenance* Created new work area layouts and work management manuals, SOPs* Trained, internally, to perform Job Classification in a union environment

Greensboro, Nc

* Supervised 62 bargaining unit associates assembling gasoline pumps and dispensers* Improved productivity by 30%* Reduced overtime by 25%* Drove First Pass Yield from 55% to 98 %* Read and learned about the application of M.O.S.T. (time study)