This document provides a summary of Gary Gustafson's work experience and qualifications. It outlines his experience overseeing manufacturing operations and implementing continuous improvement strategies like Lean, 5S and Kata coaching at two previous employers, OSECO and Dal-Tile, between 1988 and present. Details accomplishments like reducing headcounts, cutting costs and meeting production goals through efficiency improvements. Provides his education and certification background.

1. Gary Gustafson
1201 East Yakima, Broken Arrow OK 74012 ♦ H (918) 355-1488 ♦ C (918) 261-5657 ♦
Email: gustafsongary111@Yahoo.com
SUMMARY
OSECO 2014-PRESENT
Manufacturing supervisor, Lean facilitator, Kata coach. Currently implementing
Kata for systematic continuous improvement in manufacturing areas.
DAL-TILE 2007-2014
Kiln manager, mini-company supervisor led 5’s implementation, certified TPM
trainer, participated in time studies reducing the amount of associates needed
from 144 to 72, participated in multiple Kazan’s. A self-starter with a direct
managerial style whose career advancements reflect an ability to successfully
assume increasing levels of responsibility. Works well under pressure.
NORTHROP GRUMMAN 1988-2007
Experienced Production Supervisor with a history of meeting or exceeding
department goals. Known as a developer of strong, goal oriented teams.
Recognized for developing computer-driven systems resulting in cost savings
through increased production efficiencies.
EXPERIENCE
Dal-Tile 2007-2014
(Muskogee, OK)
Manufacturing Mini-company Supervisor 2007-2014
Responsibilities;
 Manage manpower resources; Worked to reduce overtime;

2.  Monitor production, quality, and safety making adjustments as needed to
insure goals are met or exceeded;
 Participate in operator development and disciplinary actions as needed;
 Supervise daily operation for assigned functional area(s) including: safety,
quality, production output, and adherence to manufacturing procedures;
 Worked directly with leads, maintenance, and production personnel to
solve problems and make corrections to meet requirements and improve
safety, quality, and production.
Accomplishments:
 Reduced glaze line staffing cost by $2,695,680.00 per year.
o Did time studies on glaze lines reducing required head count from
144 operators to 72;
o Implemented 5’s on 13 glaze lines, 13 sorting lines, and 6 kilns;
o Trained all four shifts on 5’s and TPM;
o Met or exceeded departmental goals;
o Developed a tracking tool to insure kiln efficiencies were maximized;
Northrop Grumman Interconnect Technologies 1988 – 2007
(Springfield, MO)
Manufacturing Supervisor, Innerlayer Photo Print 1995 – 2007
Responsibilities:
 Managed 7 different Innerlayer operations;
 Participated in the hiring, development, disciplinary actions and
terminations of hourly associates;
 Scheduled manpower resources;
 Monitored production control and preventive maintenance schedules and
evaluated results against requirements;

3.  Supervised the daily operation for assigned functional area(s) including:
production output, quality, and adherence to manufacturing procedures;
 Worked directly with lead and production personnel to solve problems and
make corrections to meet requirements and improve quality/safety.
Accomplishments:
 Eliminated over $15, 000 in overtime expenses…
o Created an Excel database that automatically calculated and stored
each shift’s daily output;
o Replaced a manual procedure that required a lead to spend an
additional 30 minutes a day to record the same data.
o Met or exceeded departmental goals…
o Developed a tracking list to insure jobs were moved in a timely
manner reducing department cycle time by two days;
o Created an operator Preventive Maintenance logs in Excel format
to insure that all PMs were completed.
 Three of the last five leads mentored were promoted to supervisors.
 Developed 90-day training logs insuring consistency of training new
employees resulting in improved quality and productivity as reflected in the
department’s actual production-to-goal performance rating;
 Established training and cross-training as a top priority resulting in
workforce flexibility.
Team Leader and Facilitator 1993 - 1995
Responsibilities:
 Led all team meetings;
 Focused on improving safety, quality, and efficiencies;
 Worked directly with lead and production personnel to solve problems,
make corrections and improve quality and safety.
Accomplishments:

4.  Reduced Sunday overtime for 25 employees resulting in an annual
savings of $80,000.
Working Group Lead 1991 -1993
Education
Drury University
(Springfield, MO)
Associates of Science Degree
Certification
Managers Certificate Missouri State March, 2002
Supervisor Certificate Missouri State May, 2000