Gary Parthe Email & Phone Number

Cambridge, Ontario, Canada

Guelph, Ontario

Brought in to oversee and improve all production quality, implement new quality programs, and champion key continuous improvement initiatives across both fabrication and assembly areas. Specifically challenged to instill the quality programs and culture required to support continued growth.* Created new control plans for all processes identifying key steps and quality characteristics – efforts quickly and dramatically reduced quality defects* Introduced metrics tracking to better improve quality and identify non-conformances* Implemented a stamp identification system that enabled quicker and more accurate root cause analysis and corrective action

Guelph, Ontario

Brought the company’s new telescopic boom line into full production from planning through procurement, prototyping, staffing and full commercialization. Utilized lean and visual principles to maximize efficiencies and meet all production, quality, and budget requirements within 12 months. Oversaw 42 staff.Assumed role of Business Unit Manager concurrently overseeing day-to-day production and line operations* Launch recognized as the best in the company’s history and led the unit to become the first business unit to obtain full 5S implementation* Implemented “pull systems” and a 2-bin ordering system for to optimize material flow and minimize handling* Sourced and negotiated capital equipment and components with global suppliers – includes cranes, torque guns, fluid dispensing units, exhaust systems, tools, etc.* Hired all required staff including Material Systems Manager, Expediter, Manufacturing Engineer, Supply Quality Engineer, Design Engineer Representative, manufacturing leaders, assemblers and testers* Implemented a Process Failure Mode and Effects Analysis (FMEA) that identified quality issues before going into production* Worked with a lean specialist to design the best flow for materials, storage, assembly and testing – documented all processes and adjustments to ensure repeatabilityAssumed role of Business Unit Manager concurrently overseeing day-to-day production and line operations

Held full accountability over all manufacturing operations across a 40,000 sq. ft. plant, with oversight over scheduling, design, quality, engineering, maintenance, logistics, safety, HR and administration. Managed a team of 5 Lead Hands and 30+ shop personnel. * Increased efficiencies and optimized material flow through improved storage and an in-depth time-study analysis of non-value operations – trained staff on all new processes* Consistently met all client requirements for production quality and in-time delivery* As the Health and Safety Committee Chair, coordinated the development of a new Safety Program and Manual – upgraded safety policies to comply with the Work Well Safety Program* Provided president with various cost justifications for purchasing equipment

Cambridge, Ontario

Credited with introducing the lean/5S, quality, and production improvements that improved all production operations across a 80,000 sq. ft. facility. Concurrent responsibilities over production management, quality and engineering. Managed 100+ production, quality and engineering staff. * Developed and implemented a new Quality Management System (QMS), achieving ISO 9002-1994 within 12 months and upgrade to ISO 9001-2000 – assisted US sister plant to reach ISO 9000 standard* Introduced a standardized design template that enhanced quality and engineering efficiency* Reduced cycle time 300% on new tapered springs, significantly increasing volume throughput and sales* Championed a series of Kaizen, Lean and 5S programs that improved efficiencies and accuracy across shear, hot and cold punching, rolling, heat treating, forming and assembly* Successfully organized and executed the dismantling of the plant following closure in 2003

* Introduced a Quality System for:Assembly of snow plow and dump/salter bodies* Identified key characteristics from customer specification that were measured and documented -Improved Quality -Improve Paint system from start to finish ~prep - blast ~prime using 2 part epoxy ~paint - utilize high quality polyurethane paint ~ensure all systems / processes were safe ~improved paint output 50-70% by scheduling and prioritizing work load ~resolved colour matching by partnering with supplierNew product line of compactors introduced to factory* Established build times - used for scheduling and provide expectations for assemblers* Introduced assembly check sheets which documented sequence operations to ensure repeatability and improved quality* Responsible for department budget - Identify equipment required - Work within the budget

Established the company’s first formal quality system for snow plow and dump/salter bodies. Based on performance, given additional production responsibility for introduction of a new line of compactors. * Significantly improved poor paint processes – resolved ongoing quality and colour matching issues, and improve paint output by up to 70%* Introduced assembly check sheets for new line of compactors – approach accurately documented sequence operations to ensure repeatability and quality

Engineering Technologist, Mechanical Engineering

Activities and Societies: OACETT: Certified Engineering Technologist (CET) Mechanical Engineering Technology

Certificate, Ontario Management Development Program Certificate

Certificate, Quality Assurance

Activities and Societies: American Society for Quality: Certified Quality Auditor (CQA)

Education record