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California, United States *Willing to relocate* Greg King talks to Write CVs Creator about Lean Manufacturing in 2013.
The Author - Sharon Hibble

Gregory A King
Manufacturing Operations

Greg is an experienced leader in International Manufacturing Operations and Development of Electronic Hardware and Systems with 15 years experience in the development of complex systems. Greg specializes in Lean Manufacturing, Process and Production improvements. Figures out in November 2012 show a much awaiting increase in Manufacturing output. MAPI (Manufacturers Alliance for Productivity and Innovation ) forecasts that industrial production will increase 4.5 percent in 2012 and 2.3 percent in 2013. Manufacturing production is expected to outperform GDP growth, which MAPI estimates will be 2.0 percent in 2012 and 1.7 percent 2013. The current analysis takes a first look at a longer-term horizon and anticipates 3.3 percent overall manufacturing growth in 2014. US Manufacturing is the ninth largest economy in the World and supports 18 Million jobs in the States with manufactured products representing almost half of all American exports. Therefore its important that companies start looking at their operations going in to 2013 to continue to grow and build on the bottom line profit. Lean Manufacturing using Six Sigma processes is an essential tool, however this tool needs to be wielded by an experienced and accomplished Operations Leader who not only has the expertise to implement these changes but can also motivate the team from the bottom up to the top. After carrying out some research I was keen to understand more about the Lean Manufacturing and Six Sigma process so I asked Greg to explain more about Lean Manufacturing, Lean Manufacturing is an operational plan oriented toward achieving the shortest possible cycle time by eliminating waste. A fundamental principle of a Lean strategy is to get more with doing less with the goal of continually finding and improving operating methods and eliminating waste whilst constantly driving the process. Lean Manufacturing is not about finding shortcuts. Instead, its about reducing the wastes and still maintain a high level of production efficiency and customer satisfaction. With customers, satisfaction is of paramount importance. Lower costs, higher quality, and shorter lead times are a few of the direct benefits.

I met Greg after he applied for a job that I had recently advertised and after just one conversation I was intrigued by this man, you know when you get that feeling that there is more to this person than meets the eye and there is something special about them! After two more conversations, my initial observations were indeed correct; Gregory A King is one of the most genuine nicest people that you could ever wish to meet. Greg has personal and professional integrity. Both ambitious and entrepreneurial, Greg still manages to keep his feet firmly on the ground with a hands on attitude. He is incredibly respected and well liked amongst management teams as well as production floor teams and has the ability to build relations with ease that are trusted and loyal. Greg knows and respects the fact that alone he can't conquer the World; he understands the importance of having a skilled team, most importantly for everything to fall in to place and work in harmony that he needs to treat his workforce with respect and humanity. Greg has achieved ALL of this and I also believe that he does it with ease because it comes naturally to him.

2 Greg is committed to Policies and Procedures and believes that if a company is well documented then it will run more efficiently. Greg, an Analytical and Strategic Manager believes that firefighting is chaotic and extremely wasteful The Author - Sharon Hibble there-by costly. Being a firefighter reviles a lack of planning and a www.writecv.info contact@writecv.info failure to execute. Greg has the Iability to break problems into parts met Greg after he applied for a job that I had recently advertised and to see relationships and after just one conversation I was interdependencies. He plans well intrigued projects successfully. He is and lead by this man, you know whento accurately forecastthat there able you get that feeling financial is more and develop plans to meet the results to this person than meets eye and there is something special goals and objectives. about them! After two more Greg explains my initial observations conversations further; Analytical leaders work with their people King were indeed correct; Gregory Ato plan and create action plans for their is one of the most genuine nicest areas that you could and wish peopleof responsibility ever work to accomplish these goals. Managers meet. who possess analytical skills Greg has personal and professional systematically accomplish their plans integrity. Both ambitious and and logically produce predictable entrepreneurial, Greg Gregmanages to results . This makes still an keep his feet firmly asset to any incredibly valuable on the ground with a hands on attitude.enough to company that is fortunate He is incredibly respected and well liked work with him. amongst the management team as The as Manufacturing industry is hit well USthe production floor team and with extra costs build relations with has the ability tocompared to other countries including structural costs, ease that are trusted and loyal. corporate tax liability, employee Greg knows and respects the fact that benefits, tort litigation, regulatory alone he can't conquer the World;so compliance and high energy bills, he knows the importance of havingaa it is vital that the operations of skilledare runmost importantly for Plant team, as efficiently as everythingGregs outstanding work possible. to fall in to place and in harmony that he needsindustry his achievements within the to treat workforce with respect and humanity. prove that Lean Manufacturing and Greg has achieved Procedures are strong Process and ALL of this and I a also believe thatcompanyit with ease total must for a he does to survive. because it comes naturally to him.

Greg started out as a Software Technician in Research and Development for EG&G Astrophysics and within a year was promoted to Manage the department. It was a few short months later that the company was taken over by Perkin Elmer. Greg having been instantly recognized as a talented employee was promoted to the position of Test and Manufacturing Manager which he held for two years . He was then promoted to the position of Director of Operations after the company was taken over by L-3 Security and Detection Systems. Greg comments on his promotion, This is an enormous position in manufacturing, especially in a multibillion-dollar company L 3. Greg managed a team of 200 high-tech production personnel. His noted achievements were identifying, defining and implementing manufacturing strategies to reduce costs, increase revenues, and improve processes and product to drive profitable growth. Greg achieved and exceeded all performance objectives: generated $60 million in revenue in 2003, increased production 140% over 2002 with a 22% reduction in labor by reduced production line problems and applied Lean Manufacturing methodologies, which organized the shop floor, increased production, and reduced delivery time. In 2003 the company decided to close down their operations in California and relocate the plant to Florida. Greg then went on to a role at Astrophysics which was a startup company as their Vice President of Operations where he Increased productivity to over 300%. He reversed declining revenues and profits and lead the company to a prominent industry position by re-designing product line, adding new features and reducing product cost by one third. Greg also introduced two new products, which increased sales and reduced costs of all units and raw materials through global sourcing strategy and supply chain management. Gregs abilities were not going unnoticed and soon he took up the position of Director of Operation for Premio Inc, a computer manufacturer specializing in complex computer servers. Greg states, One of my tasks was to insert Lean Manufacturing into the operations processes. Greg was responsible for restructuring the overall Operations of this Contract Manufacturing Company, Production, Quality Assurance, and Customer Service groups improved their productivity by implementing Lean methodologies and processes. Greg achieved outstanding results of increasing inventory turns by 50%, which then increased production efficiencies by 60% and improved on-time deliveries by 75%. This was all achieved by strengthening the Fulfillment Center Inventory Control System, revamping the Quality Management system, improving Customer Service/RMA response time by clearly defining Service Level Agreements (SLAs) and by reviewing and analyzing customer defect data and developing action plans to reduce defects. Moving up the career ladder and taking on bigger responsibilities, Greg went on to take over the role of US Operations Manager with Rapiscan which was a competitor of L-3 and Astrophysics. Not long after Greg joined the company Rapiscan won the contract for X-Ray scanning equipment for the 2012 London

Olympics. Gregs tasks were to reorganize and restructure Operations of the Company, which included QA, Production, Purchasing, Safety, Shipping / Receiving and Logistics groups by implementing Lean methodologies and processes. This structured the groups with World Class manufacturing disciplines and strategies. Additionally, using tactical planning and forecasting improved the company overall operating performance and profitability. Within a year of taking up his post Greg had designed and set up new Lean Manufacturing plants in California, Mississippi and North Carolina. Greg instituted daily Production meetings with Production, Process Engineering, QA, Purchasing, Materials and Program Managers. He initiated monthly meetings with sales and service units to enhance intra-departmental communications, improved monthly sales projections, and increased customer expectations and satisfaction. Greg developed action plans that increased quality and reduced out of box failures by 80%. He launched cause and effect analysis to find root causes of inventory deviations improving inventory accuracy, established and maintained inventory handling procedures that increased production efficiencies by 75%. Greg also went on to eliminate unfavorable contracts by renegotiated with new approved suppliers saving 45% under prior costs, and improved quality and delivery performance. Im starting to see a pattern in Gregs method of work and what seems to not only be one of his major strengths but also seems to be a key attribute to turning these companies around and achieving outstanding results. I asked Greg to tell me more about this. Throughout my years in Manufacturing Ive been asked by employees on the floor, and by Board members, What makes me a strong Process and Procedure follower. My answer is, Lean, Total Quality Management and Six Sigma training, combined with the many mistakes Ive made, have played a major role in molding me into a Process and Procedure devotee. However, my Dad first got my attention on the importance of documenting what you do. Continuing improving what you document, and what you do, while measuring and analyzing your progress. My Dad was a Master Machinist. A Master Machinist is a leader of Men and of intricate projects. He was responsible for the productive output of the machine shop and its programs of regular maintenance, staffing, training, and procurement. He reported to the superintendent, these days known as the chief operating officer. He was skilled at reading blueprints and schematics, he had extensive knowledge of micrometers, calipers, lathes, milling machines, grinders, and tool and die making. His authority was almost absolute, and while the superintendent could replace him, it was uncommon to over-rule him in matters related to his expertise. I remember he once found me in our backyard playing with his tools. Tools were stretched all over the lawn. He laid into me, as he had never done before. He was mad! After he calmed down, he explained to me just how valuable and essential his tools were to his job.

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conversations with Greg I asked him improving" the processes and what his thoughts were on Green procedures, gaining the respect of the Manufacturing. Green Staff and the clients in which they the Manufacturing is Lean and Clean, serve. With regards to staffing Greg next logical step in satisfying believes that time spent with the customers and reducing waste. employees is extremely valuable not only to theresponsible waste for the Having a employees but also company, so will also spend time management plan and reducing going over their year-end reviews energy consumption is profitable, giving clearIts The Right Thing To moreover, and obtainable goals so that all employees know where they Do! stand. By carrying out such reviews Companies should embrace Green and spending time getting to know Manufacturing with open arms. to the employees Greg is then able It should be view as a revolutionary ascertain the A and B players process that C and below players removing thecan catapult American manufacturing back to the top and replace them with potential A again. and B players. Greg believes that companies must have clear and American manufacturing accurate employeeIve discussed the professionals that evaluations for it to survive and by doing so it willwith Green Manufacturing initiative do the company and the employees are excited and energized; they are justice. with creative ideas and bursting possible solutions to current wasteful Greg also believes that half the battle operational conditions. They see of running a successful ship is to have participating in this transformative motivated employees so will also endeavor; as a means that includes spend time improving conditions and Government and business working general moral. It is refreshing to together to satisfy environmental speak to someone who doesnt class and customers needs, while staying production staff as second rate and competitive in the global market understands the importance of place. motivating and progressing them.

One simple but adept example of going green is the energy-efficient light bulb. These bulbs use almost half the energy as a standard light bulb and they produce sufficient light. Moreover, companies must be proactive about monitoring the compliance that their suppliers have when it comes to green manufacturing. Companies should instruct suppliers on exactly what they will be expected to provide and how that will be measured. This will help to make sure that compulsory processes are in place to make sure they are complaint. CAD 3D software is now available for green manufacturing that allows you to design, visualize, and simulate products before starting production. The software can also improve manufacturing flexibility and efficiency by designing plant layouts that decrease waste. It allows engineers to design and communicate the most practical layout by creating a digital model of the plant. You can evaluate your layout for material flow, machine deployment, and energy consumption in the early stages of layout design, and then quickly consider numerous supposing scenarios to optimize your layout. This undertaking is motivating, stimulating, and exciting; lets all get inspirited and get to work, because for US Manufacturing, The Good Times are Back!

He said for him to be successful at work he needed his tools to be where he expected them to be and that they had to be in good working condition. I cant explain why, but I got itI understood his message. From that moment on, I have uncompromising respect for the Tools of ones craft. I asked Greg if he could give me an example of the importance of Process and Procedure, Here is an example of how following Processes and Procedures saved lives: While directing manufacturing for a security x-ray scanning company, we received a contract to supply the Cancun Airport (CUN). They were having major failures with the units already in operations. The units were not detecting threats, guns, or explosives. There supplier, our competitor, could not determine why the units would work correctly in their factory but fail in Cancun. Our internal QA Processes and Procedures required that all units go through an environmental QA test prior to shipment, we performed operational testing under extreme heat and cold temperatures to determine how the unit responded under extreme weather conditions. The QA check is there for a critical reason. Using six-sigma analysis, we discovered that humidity was settling into the detector boxes causing the machine to malfunction and not detect threats. We added to our production traveler two steps that resoled this issue. 1. Insert desiccant moister absorbing bags. 2. Prior to shipment, run units through the humidity QA test. The Cancun Airport requested that to expedite shipment, we skip this Process and Procedure. I refused. I held to my judgment, that by deviating we severely exposed the company to possible crippling litigation. Furthermore, after showing the President, my statistical data (six-sigma) revealing that units that bypassed the Process consistently missed detecting threats and allowed contraband to pass through the machines without detection. He agreed that we should not bypass our Processes and Procedures. Disaster prevented by following established and verifiable Processes and Procedures. Needlessly to say we were issued the new contract. I told this story to a friend, an international business consultant from Chicago. He told me, that after hearing what I learned from my Dad and how that knowledge helps me be a better Manager today, reminded him of Apples Steve Jobs. He said that Steves dad was also a Machinist and that Steve credits his dad with inspiring his discipline and creativity. Being compared to Steve Jobs even a little bit, is a complement that I will gladly accept If you would like to speak with Greg about joining your company then you can make direct contact with him through his LinkedIn profile: www.linkedin.com/pub/gregory-king/62/373/6b4 Please Share This Article With Your Connections.

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