Greg Whitton Email & Phone Number

Riverside, Ca

Run my own financial coaching and management practice, which is contracted through Northwestern Mutual. My practice focuses on long-term client relationships; putting plans in place to help clients achieve their goals and their dreams. The formal planning process includes strategies for risk mitigation, life insurance, disability insurance, and long-term care insurance. I also work with clients on savings and wealth building strategies including investment analysis and testing savings plans on tax effectiveness and strength in various market conditions.

Corona, California

100+ employee company which designs, produces, and installs custom signs. Operations manager role is part of executive leadership team. Responsibilities include overseeing both production, project management, and field installation for both the Southern California and Las Vegas regions. Key objective is to help transform a growing business into a 'world class' lean operation.

Site leader. Responsibilities include production, warehouse, quality, HR, engineering, and finance. Objective is to turnaround operation, driving financial performance and all key metrics, implement lean production system, and improve team cultureFacility is a 180 employee, 24/7, APET/PET plastic facility; key processes include extrusion and thermoforming.- Plant beat 2014 budget by $500k; ranked 7th out of 40 plants- Developed leadership team which drove OEE2 improvement from 52% to 71% since 2012- 2013 Final results included Pactiv safety excellence award for 0 recordable injuries and Pactiv environmental award.- Achieved best quality rates in APET value-stream for lowest level of complaints and critical to quality measures

Site leader and plant manager for La Mirada, CA operation.Directed all aspects of 70-110 employee, $7+ million budget, high volume polystyrene foam extrusion and forming facility. Oversaw production, finance, HR, materials/purchasing, manufacturing engineering, and logistics • Lead turn-around of operations from losing $800k in 2008 to $700k favorability in 2009 and an incremental $519k favorability in 2010.• Co-led lean manufacturing system; including plant dashboard, daily productivity trackers, daily tier 1 and tier 2 meetings, staff and supervisor level leader-standard work, gembas, kaizen events, autonomous maintenance, and sustainment trackers.• Implemented behavioral-based safety program. 2010 TCIR improved to 1.46 and LTIR of 0.0. Linked safety to staff key metrics, including weekly observation system and quality interaction tracker.• Certified Facilitator of plant Operational Leadership development program for staff and team leads. Teaching curriculum included STAR/STARAR feedback, 5 Essentials of Leadership, and Coaching for Success.• Sustained on-time delivery and case fill rates of 99.5%• Improved HACCP/GMP system to audit score of 92.3.

Directed all aspects of 360 employee, $47 million custom and specialty products plant, represented by 4 unions. Oversaw production, finance, HR, materials/purchasing, customer service, quality, design engineering, and new product development. Worked closely with marketing, sales, and the end customer. Manufacturing included metal fabrication, wood mill, wet and powder painting, and assembly lines.• Implemented strategic plan based on operational excellence and new product development/market innovation. Increased revenue year-over-year since 2003, from $38 million to $47 million.• Developed new products with creative ‘Value adders’ that achieved profit margins greater than 30%.• Annual cost improvements achieved ranging from $1+ million to $3.5+ million.• Co-led $5 million restructuring project that transferred product to another facility. Required WARN notice and a 50% RIF. Achieved annual savings of $5 million per year.• Co-led a second product transition which shutdown one focus factory and yielded a $.75 million annual cost savings.• Brokered sublease agreement with legal and environmental issues to gain a $480k yearly savings.• Developed aftermarket parts delivery system from VOC feedback to drive on-time shipment of critical parts with year over year gains from 30% in 2002 to 94% in 2007. • Led implementation of Operational Excellence system. Focused on lean manufacturing, developing green belts in six sigma, and continuous improvement culture.• Created a union workforce environment with no grievances in the last two years. • Teacher of the Dupont STOP safety system, including to the plant management team. Seven additional trainers developed. 60 program graduates. 40% reduction in TRIR.

Directed 400 employee, $110 million, non-union, natural work team based plant including production, finance, HR, manufacturing engineering, quality, and materials/purchasing. Manufacturing included metal fabrication, harness assembly, welding, machining, powder painting, and assembly lines.* Transferred product from offshore operation to Nebraska plant. Reduced cost by $300/unit.* Implemented 'touch quality' system, improving warranty by 20%.* Created '4+3' operational strategy to transform plant and align culture to focus on key metrics: safety, quality, delivery, and productivity. Improved annual cost savings from $800k/yr to $1.3-$1.5 mil/yr.

Led Materials planning, Purchasing, Receiving/Storeroom, and Manufacturing Engineering Groups.Initiated inventory control processes to maintain class A certified warehouse, 3rd party warehouse system, and JIT and supplier delivery programs. Reduced inventory by $1.8 million, increasing inventory turns by 40%.

Led material planning for all six North American plants including two Puerto Rico operations. Included forecasting and logistics for major international deliveries, key supplier negotiations for inventory management, JIT, and stocking systems. Worked with product management and customer service to master schedule plant production loads.

Led team of four engineers. Represented manufacturing on co-located multi-functional work teams that used DFMA and process/product FMEA techniques to significantly improve product cost, quality, and reliability.Also led 6-month task force to design the container plant of the future. Benchmarked Toyoda, Ford, Polaris, etc. to develop plant concept. Included office processes as well as HR processes like 'pay for skills'.

Responsible for 'Defect Free' Program implementation in 400-500 person unionized manufacturing plant.Led key project teams in sheet metal, coil department, and test department. Teams included professional and hourly union personnel. Used tools like SMED, facility layout, and process layout. Typical project savings of $10k-$100k.