GARY A.

MARCH
PEORIA, AZ 85381
GAMARCH@AOL.COM 602-803-2742
EXECUTIVE SUMMARY

Key Performance Indicators / KPI

Cost Reduction and Avoidance
P&L Accountability
Manufacturing Management
Strategic Planning /
Implementation
Incident Investigations and
Corrective Actions

Budget Administration / Management

Operations Improvements
Financial Performance Planning
Facility Management
Team Building and Leadership
Safety/Environmental Regulations and
Practices

CNC Machining
QS 9000/ISO 9001/ISO 14001/TS 16949
Lean Manufacturing Methods
Injection Molding/Blow Molding

Operations and Maintenance of Equipment

Team focused Operations leader with numerous years of experience managing precision product manufacturing
teams and P & Ls up to $60M and numerous years of manufacturing knowledge in engineering processes, cost
controls and quality metrics. Versed in the creation of corporate strategic goals and team based action plans which
include the implementation of organizational performance metrics and mass to lean cultural transformation methods
such as 5S, value stream mapping and continuous improvement tools such as, Kaizen, SMED and Gemba
methodologies.
A proven game changer, with a history of managing production operations, engineering & supply chain teams in the
following Industries, Automotive, Consumer products, Plastics, CNC Machining, Medical and Metals. An
insightful hands-on leader with a highly transferable skill set, who fosters working relationships between company
stakeholders & their downstream customers in order to maintain a clear understanding of their daily performance, to
the customers expectations.
ACCOMPLISHMENTS

Achieved exceptional safety record of multiple years without a Lost Time Accident/Recordable Incident.
Key leader facilitating ISO 9001 Certification process in 7 months resulting in zero non-conformances.
Secured a corporate backed $30M capital investment by leading a lean in-plant cultural transformation
in a consumer goods manufacturing plant.
Successfully managed a $4M plant turn around resulting in facility consolidation and new greenfield start
up.
Improved productivity 10% YOY utilizing lean manufacturing methodologies, resulting in achieved annual
savings of $1M while increasing throughput by 18% across the manufacturing system.
PROFESSIONAL EXPERIENCE

MEDPLAST INC., TEMPE, AZ

(8/4/14 to 2/9/2015)
Medplast is the Leading provider of highly engineered custom plastic processing solutions serving the global
Healthcare Market.
GENERAL MANAGER
Drive leadership and execution of all plant operations, ensuring plant is aligned with overall corporate business
objectives, has flexibility and capacity to support customer demand, and effectively balance and leverage fixed cost
structure with optimal variable resources.
SAPA NORTH AMERICAS, PHOENIX AZ
(5/2012 to 12/2013)
Provided comprehensive oversight of all plant processes for this $102M worldwide leader in aluminum solutions.
PLANT MANAGER
Responsible for managing 45 unionized team members and 5 direct reports delivering top performance for attaining
$102m in annual revenue. Created and implemented contemporary management strategies including 5S, Kaizen,
Kanban, and other methodologies to improve productivity and effectively measure KPIs. Interfaced with customers;
delivered presentations; and led team meetings. Developed and disseminated forecasts and reports; communicated
with plant and regional controller. Tracked and reported Safety, First Time Through, On-Time Delivery, Quality, and
Cycle Time Data; reviewed Job Safety Analysis. Managed departments including Production, Materials, Engineering,
and Maintenance.

 Adeptly restructured organization to realize strong internal and external growth.

Built safety-focused culture through creating shift safety teams.
Improved processes by building and utilizing database for charting and tracking KPIs.
Collaborated with maintenance manager to streamline and launch new work order system, resulting in 6%
improvement in equipment performance.
Achieved 20% sales growth across 2 years through re-strategizing customer pricing.
Improved on-time delivery from 76% to 94%; reduced operating costs by 7%.
Increased productivity by 15% by implementing an improved, standardized operating instruction and job safety
analysis process.
MILSCO MANUFACTURING, THOMSON, GA
(8/2008 to 5/2012)
On-boarded to provide operations leadership for Foam-In-Place seating product manufacturer with $60m yearly
revenue and 85 team members serving key client companies in the consumer goods industry, including John Deere,
Husqvarna, MTD, Club Car, Kubota, Yamaha, and Harley Davidson.
DIRECTOR OF OPERATIONS
Supervised team of 85 staff members responsible for providing services to customers across the South East United
States region via flagship Georgia facility. Led executive team in business development, budget oversight, forecasting
and reporting, process improvements, and general team management. Interfaced with customers regarding pricing,
contract negotiations, and additional business-related aspects. Trained, mentored, and coached teams. Tracked,
assessed, and reported performance metrics and KPIs. Implemented management tools, including hourly production
boards, daily Gemba walk-throughs, and creation of action plans to increase output. Utilized preventative maintenance
system and employed Lean tools, Kaizen methods, and Value Stream Mapping. Managed departments including
production, materials, finance, quality, human resources, and process improvements; held complete P&L
responsibility for $25m budget.
Maintained exceptional safety record with 3 years without a lost time accident and 1.5 years without a recordable
accident.
Improved productivity by 10% on a yearly basis through employing best practice methodologies.
Spearheaded efforts to support positive company culture while maintaining non-union status.
Key leader facilitating ISO 9001 certification process in 7 months to realize strong track record of zero nonconformances.
Employed preventative OEE tracking system that improved overall uptime from 56% to 87%.
Reduced scrap year over year by $286k and ppm from 2262 to 684.
Completed safety audits to publish, correct, and validate findings by associate empowered safety team.
VISTEON / G&C INDUSTRIES, LAVERGNE, TN AND DURANT, MS
(1/2006 to 8/2008)
Oversaw plant operations for this $80M Tier I / II Automotive manufacturer providing injection molded instrument
panels, consoles and glove box products to Nissan and Honda corporations; managed 180K sq. ft.2 facility with 275
team members.
PLANT MANAGER
Directed management-level team and all support staff / associates in meeting production goals while sustaining high
levels of safety, quality, and on-time delivery status for client corporations. Planned and implemented process
improvements and workforce support strategies to maintain union-free status and enhance overall performance.
Handled forecasting and budgets as well as production reports, data analysis, and KPIs. Trained teams in QS9001,
TS16949, Kaizen, 5S, and value stream mapping. Directed department operations across production, materials,
finance, HR, technical, and process improvement; managed $40K budget.
Implemented key processes to improve plant performance; cut scrap by $829K.
Drove continuous improvement measures through launching and staffing an Operational Excellence position.
At LaVergne plant, managed production standards for delivery to Tennessee Nissan facility and $30M plant budget.
BORG WARNER AUTOMOTIVE, SALLISAW, OK
(1/2003 to 1/2006)
Promoted from Manufacturing Manager to Plant Manager in recognition of exceptional vision and leadership at 200K
sq. ft. facility with 250 team members for this $73M Tier I Automotive manufacturer of Aluminum CNC machined oil
pumps and engine components.
PLANT MANAGER
Maintained P&L oversight for $73M manufacturing operations including all functional departments: CNC Machining,
engineering, maintenance, test, and assembly to achieve highest quality and on-time delivery standards. Managed
production scheduling, staffing, and inventory control. Oversaw maintenance and equipment operations as well as
QS9000 quality system to ensure streamlined production status and attain 99% on-time delivery status and 112%
productivity rate.

ADDITIONAL EMPLOYMENT EXPERIENCE

SCOTTS TEMECULA, TEMECULA, CA

(1998 to 2003)

MANUFACTURING MANAGER / DIRECTOR OF OPERATIONS

Coordinated successful turn-around of this $60M durable goods manufacturer of plastic and metal lawn and garden
products to realize full profitability in one year.
Drove cellular manufacturing into the injection molding, blow molding, fabrication, assembly, robotic welding,
powder coating, metal cutting and forming operations resulting in a 43% direct labor savings.
Inventory reductions totaling $786,000.

COOPER AUTOMOTIVE, HAMPTON, VA

(1994 to 1998)

MANUFACTURING MANAGER
Led operations of Tier I/II Automotive Lighting division that produced front and rear lighting components to
achieve 98% on-time delivery and 98% customer satisfaction rating.
COOPER AUTOMOTIVE, HAMPTON, VA

MOLDING MANAGER
Directed support staff/250 associates in Automotive lighting processes of Injection molding, tooling,
assembly, robotics and coating.
COOPER AUTOMOTIVE, HAMPTON, VA

OSRAM SYLVANIA, SEYMOUR, IN

(1990 to 1994)

SENIOR INJECTION MOLDING PROCESS ENGINEER

Tier I/II Automotive manufacturer of front and rear lighting components for Ford, Chrysler, GM and Mitsubishi.

EDUCATION
BS

Illinois State University

Industrial Technology