Gregory a King Article 1

7/30/2019 Gregory a King Article 1

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Gregory A King

Manufacturing Operations

Available for new

opportunities

California, United States

*Willing to relocate*

Greg King talks to Write CV’s

Creator about Lean

Manufacturing in 2013.

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 it’s 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 doingless 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, it’s 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”.

The Author - Sharon Hibble

I met Greg after he applied for a jo

that I had recently advertised and

after just one conversation I was

intrigued by this man, you know

when you get that feeling that the

is more to this person than meets

the eye and there is something

special about them! After two moconversations, my initial

observations were indeed correct;

Gregory A King is one of the most

genuine nicest people that you cou

ever wish to meet.

Greg has personal and professiona

integrity. Both ambitious and

entrepreneurial, Greg still manage

to keep his feet firmly on the grouwith a ‘hand’s on’ attitude. He is

incredibly respected and well liked

amongst management teams as w

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 harmon

that he needs to treat his workforc

with respect and humanity. Greg

achieved ALL of this and I also beli

that he does it with ease because i

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 ove

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 inCalifornia 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.

Greg’s 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 bystrengthening the Fulfillment Center Inventory Control System, revamping the

Quality Management system, improving Customer Service/RMA response time

by clearly defining Service Level Agreements (SLA’s) 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

The Author - Sharon Hibble

www.writecv.info [email protected]

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 ‘hand’s on’ attitude. He is

incredibly respected and well liked

amongst the management team as

well as the production floor team 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

knows 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

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

there-by costly. Being a firefighter

r eviles a lack of planning and a

f ailure to execute”. Greg has the

ability to break problems into parts

to see relationships and

interdependencies’. He plans well

and lead projects successfully. He is

able to accurately forecast financial

results and develop plans to meetgoals and objectives.

Greg explains further; ” Analytical

leaders work with their people to

plan and create action plans for their

areas of responsibility and work to

accomplish these goals. Managers

who possess analytical skills

systematically accomplish their plans

and logically produce predictable

results “. This makes Greg an

incredibly valuable asset to any

company that is fortunate enough to

work with him.

The US Manufacturing industry is hit

with extra costs compared to other

countries including structural costs,

corporate tax liability, employee

benefits, tort litigation, regulatory

compliance and high energy bills, so

it is vital that the operations of a

Plant are run as efficiently as

possible. Greg’s outstanding

achievements within the industry

prove that Lean Manufacturing and

strong Process and Procedures are a

total must for a company to survive.

2

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Olympics. Greg’s 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.

I’m starting to see a pattern in Greg’s 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 I’ve

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 I’ve 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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My conversations with Greg have

been conducive towards re writing

his resume and gaining valuable

information, they have also contain

moments of humor and intellect.

Over the weeks I have found myse

looking forward to our conversatio

I have learnt that Greg will spend a

much time as he can on the

production floor "continuously

improving" the processes and

procedures, gaining the respect of

Staff and the clients in which they

serve. With regards to staffing Gre

believes that time spent with the

employees is extremely valuable nonly to the employees but also for

company, so will also spend time

going over their year-end reviews

giving clear and obtainable goals so

that all employees know where the

stand. By carrying out such review

and spending time getting to know

the employees Greg is then able to

ascertain the A and B players

removing the C and below players

and replace them with potential A

and B players. Greg believes that

companies must have clear and

accurate employee evaluations for

to survive and by doing so it will do

the company and the employee’s

justice.

Greg also believes that half the bat

of running a successful ship is to hamotivated employees so will also

spend time improving conditions a

general moral. It is refreshing to

speak to someone who doesn’t cla

production staff as second rate and

understands the importance of

motivating and progressing them.

I have a personal interest in the

environment and believe in taking

steps to reduce ‘the carbon

footprint’. The U.S., EU and Japan

are by far the world’s biggest

producers of solid waste, with the

U.S. at about 14 times that of Japa

and the EU combined. Nearly 80%

toxic waste comes from the electr

and electronics industry. During m

conversations with Greg I asked hi

what his thoughts were on Green

Manufacturing. “Green

Manufacturing is Lean and Clean,

next logical step in satisfying

customers and reducing waste.”

“Having a responsible waste

management plan and reducing

energy consumption is profitable,

moreover, It’s The Right Thing To

Do! ”

“Companies should embrace Green

Manufacturing with open arms. It

should be view as a revolutionary

process that can catapult Americamanufacturing back to the top

again.”

“American manufacturing

professionals that I’ve discussed th

Green Manufacturing initiative wit

are excited and energized; they are

bursting with creative ideas and

possible solutions to current waste

operational conditions. They see

participating in this transformative

endeavor; as a means that include

Government and business working

together to satisfy environmental

and customers’ needs, while stayin

competitive in the global market

place.”



“ 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 can’t explain why, but I got it…I understood his message.

From that moment on, I have uncompromising respect for the Tools of one’s

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 Apple’s

Steve Jobs. He said that Steve’s 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.

“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 surethey 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; let’s all get

inspirited and get to work, because

for US Manufacturing, The Good

Times are Back!

4

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Gregory a King Article 1

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