Gary K. Owenby has over 30 years of experience in management roles such as Area Manager, Production Manager, and Plant Manager. He has a proven track record of increasing sales, reducing costs, improving safety, and implementing lean manufacturing techniques. Owenby's resume highlights his success in strengthening teamwork, cutting inventory levels, boosting quality and productivity, and developing strategic plans. He holds multiple certifications in areas like supply chain management, safety training, and industrial management.

1. Gary K. Owenby
Resume
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GARY OWENBY
554 Loray Farm Road,Dallas, NC 28034 704-922-6852 jgowenby@bellsouth.net
Resourceful and diverse with vast skills,abilities in Management,Sales, Interpersonal relations,
articulates well, with an innovative approach in business with a high desire to succeed.
EMPLOYMENT
Area Manager: Fire Sales and Service (January 2008-Present)
Carolina Fire Service, LLC Lowell, N.C.
 Manages & supervises surrounding local/expanded areas in sales and service
 Increased sales within first year, 73%
 Average increase yearly growth, 17%
 Customer base Fire Protection codes and compliance
 B2B sales and maintaining rapport within territory assigned
 Licensed in N.C and S.C.
Production Manager (April 2007-January 2008)
Koops Woodworks, (Lowell, N.C. 28098) (Layoff)
 Managed 20 work associates, 1 supervisor on production processes, to final field installation.
 Review commercial cabinet specifications: “Hospitals, Medical facilities & Schools,” to order all products
required to meet product specs and production dates.
 Set production calendars and review with associates.
 Initiate first part quality process throughout facility.
 Collaborated with company owners to update current employee handbook.
 Established a team of three key employees, for suggestions/creative ideas to improve Lean processes,
eliminate waste, and reduce workforce to 13 cross-trained multifunctional associates.
 Developed and implemented a weekly safety program, providing feedback to associates, to resolve issues
and bring OSHA violations up to standards.
 Set up preventative maintenance schedules.
 “Ergonomics”, changed several hand tools and material carts to improve process.
 “Purchasing”, established several new accounts to reduce cost, also improving quality and delivery.
 Traveled to job-sites to establish a direct contact and build rapport with architects and contractors.
Plant Manager (October 2000-November 2004)
The Cookson Company Incorporated, Phoenix, AZ
 Executive Committee member responsible for strategic planning, team building, and cross training of all staff to
improve value to cost initiatives throughout organization in order to increase capacity and maintain adherence to
planned budgets.
 Responsible for 160 manufacturing associates including Human Resources,Materials Management, Scheduling,
Traffic, Customer Service and Maintenance.
 Reduced lost time accidents and received Liberty Mutual Award for zero lost time due to accidents for two
consecutive years.Continued to employ a proactive approach with the safety committee in support and
commitment to safety.
 Participated in Lean Manufacturing 101 courses with the Arizona Manufacturing Extension Services.
Successfully established the concept within all manufacturing work cells including office and manufacturing staff.

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 Restructured materials management department thereby reducing annual average inventory from over $2 million
dollars to $1.3 million dollars with inventory turns at nine per year. Transitioned from JIT to Lean concepts of
pull systems,kan-ban, and vendor certification to enhance operations.
 Increased made to order product environment sub-revenues from $15 million in 2000 to $19 million in 2004.
 Increased sales from $750K to over $1.25 million per year due to restructuring customer service. Exceeded
monthly and annual forecasts consistently.
 Reduced quality defects from 6.79% to 3.29% per 100 doors and parts produced.Established a quality mission
statement to identify and acknowledge all associates ofimportance who met expectations.
 Increased completed shipments from 70% to 94% consistently.
 Improved on time performance from 79% in 2000 to 94% in 2004.
 Successfully, met five-year strategic plan by reducing production and overhead costs by 2% annually.
Production Manager (October 1998 – October 1999)
Prescolite, Incorporated, El Dorado, AR
 Responsible for 250 employees and 6 supervisors in 7 departments.
 Responsible for submitting and maintaining annual budgets.
 Oversaw all safety, quality, and productivity goals for Indoor Lighting Assembly Plant.
 Reduced safety incidents from 19.5% to 6.5% by implementing ergonomic improvements for manufacturing
processes.
 Developed one and 5-year capital improvement plans for Indoor Assembly Plant.
 Reduce volume of late orders at an average of less than 10 per week.
Plant Superintendent (January 1980- October 1998)
The Cookson Company, Incorporated, Gastonia, NC
 Overseen the scheduling, traffic, and maintenance departments, four floor supervisors,and all areas of
manufacturing. The manufacturing area consisted of105 associates split over two shifts.
 Developed a strong team atmosphere, therefore, increasing manufacturing capabilities from $280,000 per week to
over $350,000 per week, within three months.
 Instrumental in initiating the Nordstrom Powder Coast Line at the Cookson Company, to provide the customer
with a diversified product mix.
 Due to streamlining production, the company observed,a 20% gain in shipped revenues overa three-year period.
 Devised a Kan Ban inventory systemin two departments,to lessen inventory-carrying costs,without increasing
inventory shortages.Continued implementation throughout othermanufacturing departments.
 Consistently worked on cross-training associates to improve flexibility within the workforce.
 Implemented in-line inspection at each workstation to enhance quality control at all levels of production.
EDUCATION
 North Carolina Manufacturing Certification Program (1985,2006)
 Materials Management Certification – Devry University, Phoenix, AZ (2002-2004)
 APICS Certificate Courses – Devry University, Phoenix, AZ (2001-03)
o Supply Chain Management
o MasterPlanning of Resources
o Detailed Scheduling & Planning
o Execution & Control of Operations
o Strategic Management of Resources
 Coursework in Industrial Management Technology – Gaston College, NC (1997-1999)
 North Carolina Team Building Workshop – Charlotte, NC (1998)
 Advanced Blue Print Reading – Gaston College, NC (1989)
 Experienced Supervisors Training – University of South Carolina, SC (1984)
 Supervisory Management Training & Advanced Supervisors Training – Western Carolina Industries,Asheville,
NC (1983)

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 Guest Speaker for Gaston College in 1996-1997, Dallas, NC, for Industrial Manufacturing Philosophies &
Ergonomics & Safety
 University of South Carolina, January 1984- May 1988 BA, Business & Marketing
SKILLS
 Logistics distribution manager, created critical KPIs to track and improve on-time delivery and serves as
the company customer liaison.
 Expanded safety statistics per OSHA standards
 Restructured a more efficient division of company venture
 Decrease in operations financial plan and resources; reducing annual average inventory from over $2
million to 1.3 million
 Developed diminution of working budget
 Simplified a well-ran materials management department
Affiliations: Member of Phoenix Zoning Ordinance, City of Phoenix Manufacturing, Six Sigma Lean Concepts