Gregory King's Achievements
• Eliminated unfavorable contracts, renegotiated with new approved suppliers saving 45% under prior costs, and improved quality and delivery performance
• Instituted daily Master Production Scheduling (MPS) meeting
• Increased production efficiencies by 75%
• Inserted quality control inspections during unit builds instead of only inspecting units at the end of the build process
• Strengthened Customer Services’ engineering capabilities
• Reduced out of box failures by 80%
• Restructured Document Control group
• Designed and setup new Lean manufacturing plants in California, Mississippi and North Carolina
• Initiated monthly meetings with sales and service units to enhance intra-departmental communications, improved monthly sales projections, and increased customer expectations and satisfaction
• Instituted daily Master Production Scheduling (MPS) meeting
• Increased production efficiencies by 75%
• Inserted quality control inspections during unit builds instead of only inspecting units at the end of the build process
• Strengthened Customer Services’ engineering capabilities
• Reduced out of box failures by 80%
• Restructured Document Control group
• Designed and setup new Lean manufacturing plants in California, Mississippi and North Carolina
• Initiated monthly meetings with sales and service units to enhance intra-departmental communications, improved monthly sales projections, and increased customer expectations and satisfaction
• Strengthen Fulfillment Center Inventory Control System
• Reduced inventories by 31.5% - increased inventory turns by 50%
• Increased production efficiencies by 60%
• Facilitated overhaul of Sortation systems
• Improved on-time deliveries by 75%
• Revamped Quality Management system
• Improved Customer Service/RMA response time by clearly defining Service Level Agreements
• Reviewed & analyzed customer defect data and developed action plans to reduce defects
• Reduced inventories by 31.5% - increased inventory turns by 50%
• Increased production efficiencies by 60%
• Facilitated overhaul of Sortation systems
• Improved on-time deliveries by 75%
• Revamped Quality Management system
• Improved Customer Service/RMA response time by clearly defining Service Level Agreements
• Reviewed & analyzed customer defect data and developed action plans to reduce defects
• Increased productivity over 300%
• Reversed declining revenues and profits and lead company to prominent position by re-designing product line, adding new features, and reducing product cost by one third
• Introduced two new products, which increased sales
• Reduced costs of all units and raw materials through global sourcing strategy and supply chain management
• Reversed declining revenues and profits and lead company to prominent position by re-designing product line, adding new features, and reducing product cost by one third
• Introduced two new products, which increased sales
• Reduced costs of all units and raw materials through global sourcing strategy and supply chain management
• Achieved or exceeded all performance objectives: generated $60 million in revenue in 2003, increased production 140% over 2002 with a 22% reduction in labor
• Reduced production line problems and applied Lean Manufacturing methodologies, which organized the shop floor, increased production, and reduced delivery time
• Reduced production line problems and applied Lean Manufacturing methodologies, which organized the shop floor, increased production, and reduced delivery time