Gary Vance Email & Phone Number

Raleigh, Nc, Us

Delta, British Columbia, Ca

Provides leadership and strategic direction to the company’s manufacturing and logistics divisions including production, supply chain, procurement, logistics, and quality assurance. Also serves as a key decision-maker in strategic planning and execution, contributing to the overall direction and success of the business. Driving continuous improvement initiatives across all operational areas to increase efficiency, reduce costs, and improve product quality and customer satisfaction while instilling a culture of innovation, collaboration, accountability and operational excellence.

Flint, Mi, Us

Providing operational excellence insights and knowledge to companies in multiple industries so they can accelerate improvement and build the desired culture. Combining the implementation of lean six sigma concepts and tools with employee engagement to achieve significant and sustainable improvement.

Longmont, Co, Us

• Hired to transform manufacturing operations and integrate acquisitions, implementing management tools, continuous improvement processes, and proper decision-making; reduced OSHA Recordable Rate by 75% and defects by 65% while raising OTD by 15% and productivity by 25%.• Utilized SQDC Boards, Gemba Walks, Kaizen Events, KPI Tracking, and Managing for Daily Improvement to uncover problem areas and facilitate root cause corrective action activities.• Fostered consistency across all seven manufacturing sites by implementing standard operating procedures (SOPs) and playbooks.• Empowered team members through regular employee communication and recognition, engagement in continuous improvement functions, and cross-functional skills training.

Orlando, Fl, Us

• Sustained responsibility for achieving safety, quality, delivery, and cost goals for multiple locations while driving continuous improvement.• Built and implemented comprehensive business systems across the division by identifying best practices and standardizing processes, improving OTD and productivity by 33% and 20% YOY, respectively.• Strengthened cash flow performance and working capital by applying Plan for Every Part, consigned inventory, and Kanban.

• Established the role, leading and coordinating the implementation of lean concepts throughout the organization; increased inventory turns by 25%, decreased lead times by 35%, improved OTD by 25%, and reduced cost of quality by 20%.

• Led strategic planning, budgeting, program marketing and recruitment, faculty recruitment, hiring, staff evaluation, and undergraduate and graduate degree program development and implementation.• Launched four new graduate concentrations with 24 courses based on extensive market research.• Achieved nearly 20% enrollment growth and 25% net earnings growth without a tuition increase and earned upper-level US News and World Report ranking.

Mount Holly, Sc, Us

• Spearheaded a lean transformation by establishing a comprehensive three-year lean roadmap, hiring and training lean engineers for manufacturing plants, and completing value stream mapping, ultimately increasing EBITDA annually, raising capacity by 20%, improving OTD by 20%, reducing costs by 15%, and slashing inventory by 10%.• Developed and implemented policy deployment, daily management, Kaizen events, and continuous improvement steering committee processes.

Muscatine, Ia, Us

• Oversaw three manufacturing plants and a distribution center, instituting a “campus approach” for the facilities by leveraging best practices to eliminate redundancies and achieve standardization; reduced overall costs by 15% within six months.

Muscatine, Ia, Us

• Hired to improve the performance of the flagship manufacturing operation, driving change by implementing tools including Hoshin planning, visual display of performance metrics, safety STOP audits, operations meetings, weekly waste walks, and statistical process control among others.

Brought in to implement lean manufacturing concepts and techniques. Established Lean Manufacturing Steering Committee made up of senior operations management members. Completed assessments of two assembly plants and developed comprehensive plan for lean manufacturing implementation. Completed 5S, mistake proofing and visual management training and implementation. Developed and launched plan for the implementation of Continuous Improvement Teams made up of operators and their support staff. Early results from lean manufacturing implementation included 20% reduction in defects, 15% cost reduction (approx. $8M) and 10% inventory reduction. Developed 5-year plan for full lean enterprise implementation.

High-volume automotive bearing manufacturer with $50M in annual sales; Utilized extensive TPS background to achieve significant performance turnaround resulting in a 20% increase in on-time delivery and 35% reduction in costs (approx. $1.5M). Implemented key employee relations and communication initiatives. Responsible for P&L and oversight of production, quality, manufacturing, engineering, tool design and EHS. Managed a $40M operating budget and a $10M capital budget.

Southbury, Ct, Us

Management consulting firm with $100,000 in annual sales; Launched successful regional office of The Entrepreneur's Source, a national management consulting firm offering guidance and expertise to clients exploring business ownership. Managed all aspects of operating a small business including sales, marketing, financial management, administration, production, and consulting services. Sold business for a profit.

Played pivotal role in planning and implementing the most aggressive and successful plant start up in Toyota's history. Completed initiative ahead of schedule and under budget. Product, the Toyota Tundra, recognized as Motor Trend Truck of the Year during 1st year of production. Directed activities surrounding quality, procurement and JIT delivery of the direct and indirect material for production. Participated in extensive Toyota Production System (TPS) training. Managed a $10M operating budget.

Promoted based on strong performance. Reported to the Plant Manager and responsible for manufacturing engineering, maintenance and fabrication functions. Oversaw six direct reports and indirect oversight of 125. Developed and managed a $10M annual capital improvement budget and a $65M operating budget. Achieved the best quality and productivity levels within the corporation. Rearranged large fabrication shop and reduced headcount by 50% while maintaining fabrication capabilities and employee morale.

Recruited by previous GM at Rockwell to manage the development and implementation of new Peterbilt Motors products. Coordinated capital project development and implementation; managed supplier-tooling activities, and successfully implemented a work team philosophy. Indirectly managed a $15M capital budget.

Consistently promoted to positions of increasing responsibility covering all aspects of operations. Highlighted by selection to participate in exclusive graduate development program, partnering with overseas suppliers, achieving ISO 9001 certification for Laurinburg plant, and participating in two plant start-ups.

Manufacturer of starting motors and other electrical components for GM vehicles with over $250 million in annual sales Co-op StudentCompleted cooperative work assignments in Production Supervision, Quality Engineering, Process Engineering, Product Engineering, Production Control, Sales and Research while pursuing BSME degree at Purdue University.

Doctorate Of Business Administration, Leadership Concentration

Master Of Science, Manufacturing Systems Engineering

Masters, Business Administration

Bachelor Of Science, Mechanical Engineering

Education record