Michael Grega Email & Phone Number

Greater Pittsburgh Area

Develop structural steel and miscellaneous metals cost estimates for building construction projects.

Beaver, Pa

Responsible for all facets of manufacturing including fabrication, assembly, shipping, receiving, quality, procurement and industrial engineering for an industrial controls company. Implemented measures to improve fabrication scheduling, inventory accuracy, same day on-time shipping and employee skills & competencies.

North America

Responsibilities include managing complex, global operational excellence/productivity improvement to improve business processes and performance. Responsibilities also include coordinating costs, budgets, schedules and all relevant activities for both clients and suppliers. Developed and managed projects with potential savings of 100 times cost of implementation.Primary tools and techniques utilized include Lean, Six Sigma, Theory of Constraints, Logical Thinking Process and Coaching for Rapid Change (workforce behavioral change).Implemented process improvement programs that contributed to increasing throughput from 100,000 tons per year to over 150,000 tons per year in two-year time span. Negotiated complicated energy, labor, and land lease contracts for manufacturing site, including transferring employees and maintenance functions from Bayer to Lanxess. Achieved favorable contact results, with less than 3% cost increase over the next ten years. Served as part of a crisis team mobilized to address a bottleneck that nearly caused the new Singapore rubber plant to shut down. Reduced line cleaning time from 22 hours per cleaning to three hours per cleaning.

Pittsburgh, Pa

Managed the transportation safety and compliance of all LANXESS domestic and imported products. Several products were highly toxic such as sulfuryl chloride a corrosive poisonous inhalation hazard. Activities included emergency response, risk management, regulatory compliance, packaging specifications and value chain safety/security. Also, performed on-site safety and regulatory compliance evaluations of carriers, warehouse and bulk terminal. Member of the LANXESS Crisis Management Team - directly involved with the disaster recovery of the Orange, Texas facility.

Analyzed and implemented process and logistics improvement projects such as developing optimal material, traffic and people flow concepts for production and warehouse facilities related to pharmaceutical, health care, agriculture, plastics, and chemical production. Perform site expansion and/or consolidation analysis for new acquisitions and plant sites. Managed facility construction and equipment installation projects. Designed a receiving conveyor (Berkley, CA), a plastics bulk transload facility (Carson, CA).

Oakmont, Pa

Managed a window manufacturing department which achieved a 67% growth in output in two years. Achieved a 33% productivity improvement in the first year (21% more output with 12% less labor). This was achieved through process, layout and organizational changes. Implemented a TQM program, which resulted in a 25% reduction in vinyl scrap. Realized a departmental growth in sales from $2.2 million to $5 million in 2 years. Also, downsized the department due to new business objectives.

Managed and implemented highly successful projects for Michelin, McDonnell Douglas, Compaq Computer, The New York Times, Philadelphia Inquirer, Verizon, Libbey-Owens-Ford and many others. These projects resulted in productivity increases from 10% to 45% resulting in tangible savings of up to $55,000 to $2,500,000 per year. Results were obtained by assessing machine capabilities, manning studies, methods improvements and product quality programs. Specific manufacturing experience includes assembly lines, job shops, machining and material distribution. In addition, installed projects related to JIT, TQM, Kanban, manufacturing cells and gain-sharing in union and non-union environments. Several projects include:• Implemented a manpower planning system for two materials distribution centers. The number of items to select and ship varied greatly from day to day. The manpower planning system projected the workload for each department each day based on a few key indices. Saving of $125,000 per year were achieved at each center.• Determined the manning requirements for all configurations of pressroom operations for several large newspapers. The manning requirements were used in arbitration. Labor savings were approximately $2,000,000 per year. • Implemented a methods improvement program at an automotive glass assembly plant. Results included tangible savings of over $400,000 per year. • Achieved a 20% reduction in waste by implementing a quality make-ready program, which identified the requirements to pull-up with savable copy the first time. The savings were achieved through proper tools, methods improvements and preventative maintenance.

Ms, Engineering Management

Bs, Industrial Engineering