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VP Operations Manufacturing in Chicago IL Resume Gregory Rodgers

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VP Operations Manufacturing in Chicago IL Resume Gregory Rodgers Powered By Docstoc
					                                  GREGORY D. RODGERS
                                     Lindenhurst, IL 60046
                             Home: 847-838-5337 • Cell: 847-826-0245
                                   GregoryDRodgers@gmail.com

PROFESSIONAL SUMMARY
Hands-on Leader with twenty-three years as a senior operations/manufacturing executive in Class II and
III medical devices within a thirty-four year career; Personally lead quality and manufacturing
management in instruments, reagents, electrical subcontracting, distribution, and injection molding;
Extensive expertise in high-tech manufacturing, supply chain management, outsourcing, quality systems,
regulatory affairs, and time-based competition; Demonstrated strengths include organizational and
process development, systems implementation, human resources and change management, as well as cost
accounting, profitability and cash flow improvement; Experience writing and executing enterprise
manufacturing plans in an FDA-regulated environment; Directed manufacturing and operations in all size
companies from start-up to small, contract manufacturers and large, multi-national corporations, on both
the local and corporate levels; Extensive international experience; Strategic vision in operational
improvement, balancing internal/external manufacturing to minimize order cycle-time and inventory
investment required; BS degree in Microbiology, with an MBA and Lean Six Sigma training

PROFESSIONAL EXPERIENCE

2002 to 2009
MONOGEN, INC, Lincolnshire, IL
Vice President/Senior Director, Operations
    Joined this start-up medical device organization to advise and participate in the final design of the
        laboratory instrument and captive reagents to improve manufacturability, serviceability and
        reduce cost
    Responsible for the design, development and validation of the high volume manufacturing
        equipment for the captive reagents
    Selected and developed all strategic critical component suppliers
    Position reported to the President/CEO
    Responsibilities also included for developing and implementing the infrastructure of the
        company, included selection and implementation of the corporate ERP system (Made2Manage),
        as well as all facilities and support functions
    In 2007, identified, designed and developed new facilities for both corporate activities and
        manufacturing/distribution within a seven month period
    Post-move re-validation was completed, with product launch

2000 to 2002
PRECISE TECHNOLOGY, INC, Pittsburgh, PA
Director, European Operations
     Recruited by this $160MM injection molding firm to manage the integration and improvement of
        a $13MM Dutch injection molding acquisition
     First European acquisition in support of anticipated business with major global customers
     Reported to Executive Vice-President, local staff reported through Dutch Plant Manager
     Using a cross functional multi-national team to obtain local buy-in, performed a detailed
        profitability analysis by customer to improve plant performance
     Increased inventory turns from <1 to 12; assisted all unprofitable customer in exit migration
     Led implementation of Corporate ERP system (BaaN) and established the cGMP systems
        required for multi-national customers
 GREG RODGERS                                                                                    PAGE 2


       Managed the HACCP Certification required for European food packaging suppliers and ISO 9002
        re-certification
       Upgraded the facility to improve quality control issues and prepare for global account activity
       In early 2002, turned over management of plant to corporate line staff and local Plant Manager

1998 to 2000
FROM THE COLONIES, INC, St. Louis, MO
President
     Purchased an existing company that manufactured and sold candles nationally in the giftware
        industry through direct sales and sales representatives
     Relocated the company to St. Louis
     In 18 months, I doubled the product line and tripled sales, while improving the quality and image
        of the products

1997 to 1998
BUSE INDUSTRIES, INC, St. Louis, MO
Vice-President, Operations
    Privately held, $16MM regional electronic component distributor and custom wire sub-assembly
        house
    Responsibilities included quality, manufacturing, materials management, personnel, analysis of
        acquisition targets and management of two major accounts
    Staff of six direct and 150 indirect reports
    Established pay and performance appraisal systems for entire plant
    Successfully led initial ISO 9002 certification team
    Established overall profitability reporting for major customers
    As capacity requirements increased, identified and installed a major floor space upgrade without
        facility expansion, saving over $2MM

1974 to 1996
BIOMÉRIEUX, INC, St. Louis, MO
Vice-President, Operations (1986 to 1996)
    Directed all North American operational functions of culturally diverse, multi-plant $150MM
        international corporation
    North American operation was acquired from McDonnell-Douglas by bioMerieux as part of a
        senior management led divestiture
    Reported to Executive Vice-President
    $40MM operating budget
    Fifteen direct and 200 indirect reports encompassing: instrument and reagent manufacturing,
        materials management, manufacturing engineering, master scheduling, quality control, shipping,
        and facilities
    Responsibilities include Operations representation for due diligence team during four acquisitions
    Responsible for manufacture and gross margin of all instruments and associated captive reagents
    Average captive reagent margins were greater than 85% and greater than 60% for instruments
    Led company-wide project design team that developed strategy to reduce overall reagent cost of
        sales 25%
    Proposed premium priced custom captive reagent line that continues to grow as a percentage of
        sales today
    Led company-wide crisis team to redevelop, validate and obtain FDA approval for major new
        product that was recalled for design flaws. Project was completed in 11 months
    Used MRP Class A certification process to drive operational excellence and quality improvement
 GREG RODGERS                                                                                    PAGE 3


     Directed successful outsourcing program for both instruments and reagents as part of program
     Successfully led Class A MRP certification in instrument plant and two captive reagent plants
Results included:
     Inventory Turns improved from <1 (.3) to 14
     Inventory Accuracy (Piece Count) improved from 48% to 99.75%
     Inventory Reduced by 40 % ($4MM)
     Supplier Base Reduced From 357 to 48
Instrument Plant:
     Lead Time Reduced from 5 months to 1 month (-80%)
     New Product Production Ramp Up (3 Months) From 10/Month to 200/Month
     Plant Overhead Reduced by 40%
     Managed Parts Reduced by 86%
     Standard Cost Reduced by 65%
     Direct Labor Content Reduced by 71%
Captive Reagent Plants
     Custom Product Lead Time Reduce From 125 Days to 10 Days (-90%)
     Custom Product Sales Increased by 12%
     Standard Product Cycle Time (average) Reduced From 20 Days to 5 Days

Director of Quality Assurance and Regulatory Affairs (1984 to 1986)
     Requested this position to provide stability to the Quality organization and implement
        technologically logical, value-added testing to the products
     Instituted proactive focus for product quality within seven manufacturing areas and promoted
        collaborative assistance to manufacturing. Transferred responsibility for operational quality
        inspection to line manufacturing personnel
     In the QA/RA area, achieved two FDA inspections with “no observations reported”
     Reduced testing of all products by 40% without compromising quality
     Developed vendor certification program with 65+% of all parts certified dock-to-stock and no
        degradation in quality
     Concurrent responsibility as Director of Operations for Industrial Products at remotely located
        acquired plant
            - Stabilized the manufacture of an R&D product that had already reached the market and
              could not be manufactured consistently and profitably
            - Developed the production process and production facility in St. Louis and moved it with
              less than two weeks down time and no impact on customer service level

Manager of Reagent Manufacturing (1977 to 1984)
Associate Microbiologist-R&D (1974 to 1977)

EDUCATION AND TRAINING
LINDENWOOD UNIVERSITY, St. Charles, MO
     Master in Business Administration, Management

OKLAHOMA STATE UNIVERSITY, Stillwater, OK
    Bachelor of Science, Microbiology

VILLA NOVA UNIVERSITY, Tampa, FL
     Lean Six Sigma Black Belt Certificate, Lean Six Sigma Certificate

AWARDS AND PATENTS
Six patents relating to selective media for Enterobacteriacae

				
DOCUMENT INFO
Description: Gregory Rodgers is a hands-on leader with twenty-three years as a senior operations/manufacturing executive in Class II and III medical devices. Within a thirty-four year career, Greg's experience included: Personally leading quality and manufacturing management in instruments, reagents, electrical subcontracting, distribution, and injection molding; Extensive expertise in high-tech manufacturing, supply chain management, outsourcing, quality systems, regulatory affairs, and time-based competition; Demonstrating strengths including organizational and process development, systems implementation, human resources and change management, as well as cost accounting, profitability and cash flow improvement; Experience writing and executing enterprise manufacturing plans in an FDA-regulated environment; Directed manufacturing and operations in all size companies from start-up to small, contract manufacturers and large, multi-national corporations, on both the local and corporate levels; Extensive international experience; Strategic vision in operational improvement, balancing internal/external manufacturing to minimize order cycle-time and inventory investment required. Greg hold a BS degree in Microbiology, with an MBA and Lean Six Sigma training.