Senior Manager Lean Manufacturing
Resume:
Greg Mattos
Georgetown, SC. **440
*********@*****.***
Personal Profile
Successful Senior Manager with proven ability to identify & successfully implement opportunities for improvement. A hands-on professional with knowledge of shop equipment, strong technical skills and managerial experience in both union and non-union shop environments.
Management Proficiency
Project Management Change Management Leadership Skills
Inventory Management Project Development Team Collaboration
Budget Analysis Staff Training & Development Recruitment
Computer competency Warehouse/Facility Management Operations Management
Accomplishments
25 years of experience in all aspects of manufacturing. Recognized ability to work well with shop personnel, engineering, and management.
Successful in bridging the gap between multiple disciplines, leading to increased productivity and reduction in plant cycle times by 22%.
Achieved a 25% reduction in inventory while saving over $4M through the implementation of Six Sigma / Lean Manufacturing concepts and training.
Over 20 years’ experience with machining and fabrication for Aerospace, Injection Molding, Military, Tier 1 Automotive, Private Sector Companies
Lean Master Black Belt Certified
Skills & Abilities
14 years with Lean Manufacturing Techniques (5s, Kaizen, Visual Factory)
Material Resource Planning (M.R.P.)
16 years’ experience with overall responsibility for P & L.
Inventory Management
Start up and commissioning a new plant for Benjamin Moore
Budget Reduction
8 year sheet metal - layout and fabrication
Computer skills include: Excel, Word, MS Project, Access, AutoCAD, MasterCam and SAP
Managing full P&L responsibility for budgets uo to $40 Million
Proficient in the use of all machine shop equipment. (Metal stamping, Grinding, Drilling, Turning, Milling, Programming)
Proficient in all aspects of paint manufacturing to include resins and coatings
4 years experience managing ASME boiler code, ASME pressure vessel Projects & piping projects in job shop environment.
Experience with several ERP systems including J.D. Edwards, Oracle and SAP
Tier 1 and Tier 2 Automotive Experience
Employment History
Stay at home care giver for my wife during her hospice period 2022 - 2024
During this period of time, I did consulting on Manufacturing Efficiency, Lean Manufacturing, and Safety
Number Of Safety audits conducted – 4
Number Of Safety Manuals Written – 1
Number of ISO Audits – 3
Manufacturing Efficiency Training – 5
Lean Manufacturing Events – 28
There were conducted at Aalberts Piping Systems and Benjamin Moore Paints
Tyson Sign Company 2020-2022
Production Management – Reason for leaving wife got sick again
Manage the building and installation of custom signs.
Production grew was 28 people and the installation crew was 8 people.
Scheduled work load and monitored performance
Created KPIs for on time delivery and for actual hours worked against quoted hours worked.
Improved both KPIs during my time working there.
Aalberts - Intragrated Piping Systems 2/2018 - 2019
Continuous Improvement Manager – Reason for leaving wife got sick
We manufacture industrial valves for most commercial applications.
Foundry, Machining and Assembly in house
450 employees
I am responsible for running all manufacturing daily operations.
Led over 20 lean manufacturing events and trained 300 people.
Left to stay home and care for my wife during her hospice period.
Benjamin Moore Paints, Johnstown, NY (11 Sites) _ 2/2013 2/2016 Corporate Lean Manufacturing Implementation Manager
In this position I am responsible for installing the lean manufacturing culture at 7 manufacturing facilities and 4 distribution centers. This has been a ground up journey. We started this project by installing a 5s culture and a disciplined standardized approach to all operations. Currently, we have been extremely successful at 5 sites, 4 sites have struggled but most recently have made great progress, 2 sites we continue to work with and support on a weekly basis. I manage a team of 6 lean implementation managers to cover all the different sites. By the end of 2013 we will have successfully started the journey at all 11 facilities, and they will be able to problem solve and make continuous improvements without so much support. Summary of this role: I was hired to lead the startup of lean manufacturing at 11 facilities. This was accomplished by recruiting a staff of 6 people spread out across the company sites. When this position started, I spent the first 7 months hiring staff and creating training materials. Before the staff was hired, I spent most of my time training with engineers and process technicians learning all aspects of manufacturing. I trained on why the different chemicals are used in paint. As an example, why do you use different resins? What do you add if you want the paint to be more durable? How do you adjust the PH? Why is the PH level important? How is resin made? How does the reactor work? The training continued in how the paint is mixed, how the solids are filtered, how you test the paint before filling cans, how the packaging line works and how to trouble shoot the problem on the line. The testing training included a draw down test, PH test, durability test, etc. . After 2 years in the lean manufacturing the role involved into a trouble shooting role. I traveled from plant to plant each week and solved problems in manufacturing, processing, testing, quality, and training. safety, environmental issues, preventive maintenance programs, plant automation issues, and installed assembly lines, robotics, machine vision systems and automated quality systems. Solved on time delivery problems, FDA or ISO, also if the VP was having an issue with a plant manager, I was sent to the plant to help the plant manager get things back on track or train the plant manager if required. The 11 different plant managers would call or email me and describe the problem, I would provide things to check while on the phone, if the problem could not be solved in an hour or two on the phone then i would travel to the site and work with the plant manager and or the staff to fix issues.
Met Weld International, Altamont, NY 10/2007 – 2/2012
Plant Manager
I successfully managed all aspects of the manufacturing operation, building ASME pressure vessels and specialty boiler piping projects.
In this job shop environment, I was able to use lean manufacturing tools to help reduce spending and increase the thru put by 22%. The 220-person team was trained and mentored to achieve results exceeding company expectations. Nine (9) quarters in a row we were able to achieve 120% of all company metrics. The customer base was mainly the oil and gas industry.
Cambridge Tool & Manufacturing - Dover, NH 8/1999 - 9/2007
Plant Manager
Managed 350 people at a die-casting / injection molding / compression molding plant including IE's, CNC Programmers, Purchasing, Die-Cast Engineers: scheduling, shipping and receiving. Machine sizes range from 200 ton to 600 ton for molding and 400 ton to 1200 ton for casting. Responsible for the safe, accurate, efficient production utilizing: Horizontal Machining Centers, CNC Slant Lathes, 400 to 1200 Ton Die Cast Machines, Injection Molding machines.
Reduced inventory by 25%, cycle time by 22% and saved over $4M with Six Sigma training. Accomplished by training in- house staff to identify and run successful projects on their own.
The customer base was very heavy into the Tier 1 Automotive Markets with a limited amount from the aerospace and private sector.
Symmon's Industries - Braintree, MA 6/1981 - 8/1999
Operations Manager
Started machining, welding, and fabrication before moving into management positions.
8 years machining, welding, fabricating
10 year various progressive management positions
Education
Bachelor’s degree in mechanical engineering, Northeastern University, Boston, MA
Professional Association & Certification
Lean Manufacturing Master Black Belt Certified
APICS Certified
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