Gary Schriver

Lean Six Sigma Black Black, Agile, PNP www.linkedin.com/in/GarySchriver1

Email: gcschriver@gmail.com
Cell: (570) 220-0144
PROFESSONAL SUMMARY
Senior Lean/Six Sigma Process Excellence Practitioner Passionate advocate and practitioner of Lean
Manufacturing (TPS), Six Sigma and Lean/Six Sigma sciences with practicable experience developing and implementing
highly-effective Lean/Six Sigma programs that deliver world-class results and enduring financial success. Adept at
implementing Lean/Six Sigma transformation programs across a broad spectrum of market segments and industries
including medical device, pharmaceuticals, biological medicines, finance, accounting, banking, food production,
printing and agriculture.
CORE COMPETENCIES and SIGNIFICANT ACCOMPLISHMENTS:
Senior Lean/Six Sigma Process Excellence Practitioner with proven ability to develop and implement successful
Lean/Six Sigma programs tailored to accommodate cultural, financial and developmental needs.
Practitioner of Lean Manufacturing (TPS) since 1999. Certified Lean/Six Sigma Black Belt since 2007.
Seasoned Engineer, Manager and Manufacturing Guru with twenty-five years of diverse experience.
Facilitated >175 successful (production and transactional) Kaizen events.
Credited with >$1.2 Billion in bottom-line improvement savings.
Excellent project management skills with proven ability to bring projects to timely and beneficial fruition.
Expert Change Agent with the experience and social skills to mitigate challenges to change.
Highly-proficient at delivering World-Class, Lean/Six Sigma Transformations in highly regulated industries such
as pharmaceutical, biological medicine, medical device, food production and banking. Conversant with cGMP,
FDA, ISO, USDA, OSHA, SQF/HACCP guidelines, plus financial regulations.
Effective interpersonal and communication skills with all corporate personnel, regardless of vocation or
hierarchical position.
Strong analytical, investigative and problem solving skills; utilizing Lean and Six Sigma statistical analysis tools.
Experienced Agile Scrum Coach.
Competent Lean/Six Sigma Trainer and developer of intuitive training materials.
Proficient use of Microsoft Office Suite and MiniTab.

PROFESSIONAL EXPERIENCE:

Foodeon America, Arlington, VA 10/2015 11/2016

Position: Vice President of Engineering
Tasked with directing an international team of Design and Industrial Engineers through a holistic redesign of
Foodeons hydroponic growing systems. Held accountable for ensuring growing systems final designs
complied with all applicable Food and Drug Administration (FDA) guidelines and making sure all system
processes had the capabilities to maintain stringent growing specifications for genetically modified plants used
for biotech, pharmaceutical, dietary and medicinal applications.
KEY ACCOMPLISHMENTS:
Conducted Voice Of the Customer (VOC) surveys that captured customer expectations for hydroponic growing
systems. Also, utilized Quality Function Deployment (QFD) analysis and Critical To Quality (CTQ) Tree to
discern customer expectations and to identify (CTQ) design characteristics.
Developed preliminary framework and tools for the Foodeon Lean/Six Sigma program.
 CONTINUANCE OF KEY ACCOMPLISHMENTS - Foodeon America:
Applied Define Measure Analyze Design Verify (DMADV) methodology to develop optimized processes for the
new hydropic growing systems that will facilitate manufacturability and help ensure product integrity.
Conducted Design Failure Mode Effect Analysis (D)FMEA that identified design risk factors requiring mitigation
(e.g., product cross-contamination risks, system compliance risks, etc.).
Implemented a vendor certification program that reduced parts inventory, reduced the number of incoming
inspections and ensured quality standards for purchased parts.
Reason for leaving Foodeon America: Misappropriation of funding by Corporate Officials in Sweden.

Genentech, Vacaville, CA 02/2015 10/2015

Position: Senior Process Engineer Consultant
Tasked with enhancement of existing Site Asset Reliability Program to ensure compliance with new ISO Asset Life-
Cycle Management (ALCM) guidelines. Also, tasked with reducing process wastes (non-value-added activities)
within the sanitation processes.
KEY ACCOMPLISHMENTS:
Collaborated with Site-Management to author a cohesive Site Asset Governance Plan (SAGP) that complied
with new ISO-55000 (ALCM) regulations and guidelines.
Conducted Failure Mode Effect & Criticality Analysis (FMECA) that defined criticality of production assets,
identified critical spare parts inventory and ultimately reduce equipment downtime.
Collaborated with Reliability Engineers to reconfigure information and data, residing in Genentechs SAP-
Computerized Maintenance Management System (CMMS), that coincided with the new (SAGP).
Conducted multiple 5S and Single Minute Exchange of Die (SMED) Kaizen events and Kaizen blitzes that
reduced facility sanitation cycle-times by 26% and increased availability of production assets by 17%.
Employed bilingual Visual Management techniques throughout sanitation value-streams to facilitate
communications and process instructions.
Implemented a manual Kanban system that mitigated stock-outs of sanitation supplies and reduced
downtime.
Reason for leaving Genentech: End of contract.

Johnson & Johnson, Lititz, PA 10/2014 02/2015

Position: Senior Process Consultant
Tasked with the optimization of large scale LISTERINE bulk-manufacturing, high-speed bottling and packaging
processes.
KEY ACCOMPLISHMENTS:
Conducted Value Stream Mapping (VSM) events that identified high-value improvement opportunities.
Collaborated with Reliability Engineers and Operators to design an off-line mixing work center that
amalgamates a large variety of flavors and additives used in bulk manufacturing of LISTERINE SKUs. Mixing
station reduced overall production cycle-times by 6% and reduced Defect Opportunities (DPMO) by 33%.
Identified LISTERINE product loss-points on the bulk manufacturing and bottle filling lines. Mitigation actions
to repair loss-points increased finished product yield by 3%.
Collaborated with IT Developers and Reliability Engineers to enhance formula/recipe management software
and equipment automation that reduced collective flushing, sanitizing and production changeover times by
13%.
Conducted IQ, OQ, and PQ activities for qualification and validation of modified production assets.
Reason for leaving Johnson & Johnson: End of contract.
First Data Merchant Services, Hagerstown, MD 02/2014 09/2014
Position: Process Management Consultant
Tasked with the study of current-state processes in finance, accounting and call center business units to uncover
high-value improvement opportunities and build a business case for fruition of improvements projects.
KEY ACCOMPLISHMENTS:
Utilized process flowcharts, value stream mapping, Full-Time Equivalent (FTE) analyses, stakeholder analysis,
effort / benefit analyses, process Sigma calculations and Lean/Six Sigma problem solving tools to identify
>$350 Million of potential improvement projects.
Created capability maturity models for legacy and third-party software to identify process optimization
strategies.
Collaborated with First Datas Director of Process Improvements to develop a robust business case that clearly
identified improvement opportunities and savings, interpreted effort/benefit analyses, garnered upper-
management support and solicited procurement of resources to bring improvement projects to fruition.
Reason for leaving First Data Corporation: End of contract.

Capital One Financial Corporation, Richmond, VA 02/2013 02/2014

Position: Process Analyst Consultant
Tasked with documentation and study of back-office processes conducted in the corporate fraud department.
Worked as the Scrum Coach and mentor for a dedicated Agile Scrum Team held accountable for optimization of
fraud department processes.
KEY ACCOMPLISHMENTS:
Collaborated with Capital Ones Corporate Business Improvement department to rollout a newly developed
tool-kit for documenting current-state processes and developing continuous improvement plans.
Conducted interviews with fraud department (SME)s and back office employees to document and analyze
current-state processes.
Trained and mentored Agile Scrum team members on effective use of tools contained in the new corporate
tool-kit. Tool-kit comprised of a process flow map, RACI chart, SIPOC diagram, (FTE) analysis, Critical To Quality
(CTQ) analysis, regulatory applicability matrix, Failure Mode Effect Analysis (FMEA) risk analysis, governance
plan and monitor /control plan.
Performed (FMEA) risk analyses for all fraud department value-streams that identified customer experience,
financial and regulatory risks.
Created (swim lane) process flow maps for all fraud department processes in MS-Visio.
Reason for leaving Capital One: End of contract.

Apollo Endosurgery, Austin, TX 02/2012 12/2012

Position: Senior Process Engineering Consultant
Tasked with optimization of pilot lines used to produce a new Endoscopic Surgery Suturing medical devices for
clinical trials.
KEY ACCOMPLISHMENTS:
Conducted process modeling and Optimizing Design Of Experiments (DOE)s to understand the relationships
of critical processing factors and optimize process settings.
Modified existing Corrective Action & Preventative Action (CAPA) management system to a risk-based / tri-
tier / closed-loop CAPA system that enhanced CAPA processing and improved CAPA closure rates by 36%.
Conducted OQ and PQ validation activities for CNC Laser drilling, milling and welding equipment.
 CONTINUANCE OF KEY ACCOMPLISHMENTS - Apollo Endosurgery:
Optimized quality plan by leveraging upstream quality data to satisfy redundant downstream inspections,
relocated off-line inspections to production lines and eliminated unwarranted quality inspections. Wait Time
reduction for quality inspections reduced the overall production cycle-time by 7% without sacrificing quality.
Conducted optimization Kaizen events that culminated in an additional 32% reduction in overall production
cycle-times. Key results achieved from events included creation of efficient work centers, standard work and
mitigation of production constraints (TOC).
Reason for leaving Apollo Endosurgery: End of contract.

Armstrong World Industries, Cabinet Products, Thompsontown, PA, 06/2011 02/2012

Position: Quality Assurance Manager
Tasked with replacement of an inadequate quality program that contributed to declining distributor retention,
tarnished reputation, poor end-customer satisfaction and lost orders.
KEY ACCOMPLISHMENTS:
Collaborated with corporate IT to develop a web-based, user-friendly, distributor feedback program in
SalesForce that captured actual (VOC) data and facilitated reporting of quality issues from the field.
Conducted a fence mending tour of major distributors to personally convey quality improvement initiatives
and enhance working relationships. Maintained 100% distributor retention during my tenure at Armstrong.
Developed an electronic Statistical Process Control (SPC) program with real-time feedback of production
quality data and wrote protocol for real-time mitigating actions required for each quality defect type.
Designated staging areas for production lines that mitigated raw materials stock-outs by 3% and handling
damage of purchased cabinet components by 5%.
Conducted Kaizen events to implement a robust 5S program, implement visual management and reconfigure
production lines that lead to a 23% reduction in cabinet handling damage. All Improvements from events
culminated in improved cabinet quality, improved personal safety and a 7% reduction in overall production
cycle-times.
Reason for leaving Armstrong: Armstrong decided to sell their cabinet business unit.

Bagcraft Packaging, Fort Madison, IA 04/2010 06/2011

Position: Continuous Improvement and Quality Manager
Tasked with rejuvenating and expanding Bagcrafts fledgling continuous improvement and quality programs.
KEY ACCOMPLISHMENTS:
Implemented a Lean/Six Sigma (DAMIC) program that enhanced performance levels, increased profit margins
and improved EBITDA by 25% within fourteen months of inception.
Utilized Kaizen events, not only as a process improvement tool, but as a strategic platform for propagating
Lean/Six Sigma sciences and reenergizing employee involvement.
Conducted numerous Single Minute Exchange of Die (SMED) events that increased production flexibility,
reduced equipment changeover times by 47% and increased equipment availability by an average of 31%.
Created a communication plan that helped proliferate Lean/Six Sigma methodologies, highlight Kaizen success
stories at Fort Madison and encourage sister plants to implement best practices.
Developed and implemented a closed-loop Management Operating System (MOS) that featured real-time
production (KPI) feedback and real-time management intervention for nonconforming processes.
Conducted occupational appropriate Lean/Six Sigma & Change Management training for Bagcraft employees.
Reason for leaving Bagcraft: Significantly enhanced compensation & benefits package offered by Armstrong.
Cordis, Menlo Park, CA 01/2009 12/2009
Position: Product Development Consultant
Tasked with assisting Cordis Engineers improve manufacturability for a new product line of cardiovascular
catheter delivery devices.
KEY ACCOMPLISHMENTS:
Conducted optimization analyses (DOE) on stent deployment balloons that identified significant
manufacturing factors effecting balloon burst parameters and optimized process setting for injection molding
of balloons.
Conducted prospective validations for catheter components dispositioned for outside vendor production.
Collaborated with Industrial Engineers to incorporate Poka-yoke features on assembly and welding fixtures
that improved manufacturability, reduced rework by 12% and reduced finished product scrap by 5%.
Reason for leaving Cordis-Conor: End of contract.

Dentsply International Inc., Milford, DE 03/2006 11/2008

Position: Lean Enterprise / Six Sigma Manager
Tasked with development and implementation of a Lean/Six Sigma (DAMIC) program that was tailored to meet
cultural and financial needs of Dentsply.

KEY ACCOMPLISHMENTS:
Developed a data collection and Balance Scorecard program that monitored and displayed production (KPI)s
for each business unit. Balanced Scorecard Program was instrumental in driving business improvements.
Obtained Lean/Six Sigma Black Belt from the American Institute of Quality (ASQ) in June of 2007.
Implemented a Lean/Six Sigma (DAMIC) program that generated bottom-line savings of $16.8M within two
years of inception.
Implemented a risk-based / closed-loop CAPA management program that enhanced CAPA process efficiency
and improved CAPA closure rates by 46%.
Implemented a Design For Six Sigma (DMADV) program for new product development that dramatically
improved product manufacturability and reduced product launch delays by 18%.
Reason for leaving Dentsply: Downsizing of management staff due to global economic downturn.

Perdue Farms Inc., Salisbury, MD 08/2003 02/2006

Position: Continuous Improvement Engineer
Tasked with mitigation of chronic equipment downtime and maintenance related constraints at multiple
production plants.
KEY ACCOMPLISHMENTS:
Configured and implemented SAP-Plant Maintenance (PM) and Materials Management (MM) modules to
facilitate management of maintenance departments, establish controls and create standard work.
Identified critical spares and created centralized parts distribution hubs on the east coast that reduced
corporate parts inventory by (one-time savings of $2.8M) and reduced equipment downtime by 4%.
Lead multi-plant, cross-functional teams in the development of an enterprise-wide Total Productive
Maintenance (TPM) program.
Rolled out pilot (TPM) program at two production sites. The average Overall Equipment Effectiveness (OEE)
increased by 21% inside of six months.
Reason for leaving Perdue Farms: Solicited by Dentsply to develop and lead their Lean/Six Sigma program.
USC Consulting Group 03/2000 07/2003
Positions: Lean Manufacturing Consultant - Advance Analysis Team
Served as a member of the USC Consulting Group advance analysis team responsible for analyses of clients
production processes, development of continuous improvement plans and development of Lean Transformation
sales proposals in PowerPoint.
KEY ACCOMPLISHMENTS:
Gained inval0uable knowledge of Lean Manufacturing (Toyota Production System) methodology and tools by
working closely with a prominent Lean Sensei on the advance analysis team.
Assisted USC execution teams with Lean implementation when the advance analysis team wasnt engaged
with clients.
Conducted post-implementation audits at clients sites to discern sustainability of Lean Manufacturing
projects conducted by USC execution teams.

ADDITIONAL PROFESSIONAL EXPERIENCE:

Fleetwood Enterprises, Inc., Paxinos, PA 1998 - 2000
Position: Lean Manufacturing Coach
Lincoln Financial Advisors, Philadelphia, PA 1994 - 1998
Position: Business and Estate Financial Advisor
PlayWorld Recreational Systems, Inc., New Berlin, PA 1987 - 1994
Positions: Production Manager 1987-1989, Operations Manager 1989-1994

TRAINING & CERTIFICATIONS:

In-training to obtain Project Management Professional (PMP) certification
Completed Agile Management _ AMPG Training sponsored by Capital One
Lean / Six Sigma (LSS) Black Belt certification from American Institute of Quality (ASQ) and LeanTAC
Lean Manufacturing (Toyota Production System) _ TBM Group

EDUCATION:
Lean Manufacturing (Toyota Production System) _ TBM Group
Bachelor of Science (BS) _ Mechanical Engineering _ Lafayette College, Easton, PA
Associate's degree _ Mechanical Technology _ Pennsylvania College Of Technology, Williamsport, PA