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.

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.

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.

• 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.
• 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.
• 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%

• 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.
• 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.

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..

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.

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.