Lawrence Price

Lawrence Price

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  Lawrence PriceMultiple LeanOperational Transformations, Create High Performance TeamsLean Six Sigma ExpertPull systems from Asia, Remote managementProduction Control ManagerLow Volume-High MixHigh Volume-Low Mix Continuous Flow Manufacturing & AssemblyManufacturing Business Manager15% GM improvementWorking Capital- ImprovementOperations ManagerP&L ExperienceProductivity Improvements, MWD reductions, inventory reductionsDistribution Manager
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  Values tempered through character eductation and values-based education at the United States Military Academy
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  Education mixed withleadership trainingTHE BEGINNINGSpent 7+ in the military after graduating from West Point. Allowed to lead organizations 200+. Served in leadership roles in 3 different continents.Continouous improvemnent skill set has been validated in multiple industries.Systems Engineer training from West Point provided springboard into manufacturing. First project was completed within first 6 months and generated 500K in savings.Have always demonstrated the ability to learn and drive improvements quickly. Sustained improvements are often achieved within the 1st 90 days.
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  LEAN (TPS/DBS) andSix Sigma EXPERIENCEKaizen bursts created labor savings, improved quality performance, and improved customer deliveryProject Management experience included 10+ Green and Black Belt projects. Mentored 20+ Yellow and Green belts projectsImplementation & TransformationImplementation & TransformationConsumer GoodsConsumer TechnologyB.S in Systems Engineering specializing in Organizational Leadership and coorduination of multiple engineering disciplines. Lean Manufacturing and Six Sigma learned from Dell Academy and The George Group.Systems ThinkingLed to the successful deployment of multiple projects that routinely exceeded expectations in both magnitude and scopeLean Transformation planning, VSM, Kaizen planning and execution, drove delivery, working capital, and quality improvements.Implementation & TransformationMedical DevicesMilitary LeadershipImplementation & TransformationPackagingContinuous Improvement culture included the implementation of employee engagement program creating 50+ new projects throughout the facility.Implementation & Transformation
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  Quality ManagementLed projectsthat utilized statistical analysis in order to reduce variations in maufacturing processes.Managed NPI projects as both a Quality and Operations Manager. I know how to get new products to market in a timely manner.Has created quality management from the “ground up” twice in my career with exceptional success.Relentless effort toWorld-class experience for the customer. Managed supplier quality through the use of deploying both corrective action programs and developing projects within at their sitesUtilized statistical control techniques in assembly operations.
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  OPERATIONS MANAGEMENTGuiding PrinciplesCustomersare the only true assets – all else is liability
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  Company is onlyas strong as its people
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  Servant Leadership style& empowerment
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  Toyota Production SystemModel and Danaher implementation SystemCreated flexible High performance teams with metric driven performanceKaizen a way of life – not percieved as the only tool for change Create enviroment that facilitates open communicationOperational Turn aroundsCreated Site management alignment
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  Front line leadersare change agents/leaders – daily
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  Employee enrichment andeveryday Kaizen
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  Self managed workgroups
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  Clear definition andcommunication of corporate and site level priorities
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  Two-way performance appraisals
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  Problem Solving trainingto all
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  Create a nenvironment that fosterscontinuous improvment
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  Create right team
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  Identify future statewith long and short term action plans
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  Establish Cascading metrics
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  Roll out dailymanagement systems to ensure executionOwnership of Business Unit P&L at Stryker– Responsible for plant operating incomeOwnership of Value Stream P&L at Danaher Tool Group – Responsible for plant operating incomeExperienced in creating yearly budgets and monthly forecastsDeployed cascading metrics to plant grass root levels to ensure full alignmentGenerate strategic plansfor plant level performance tracking - KPIsP&L EXPERIENCECORE BELIEFS#1 priority is improved cash flow – Working capital turnsProfitable growth – not growth for the sake of itLong term stability more important than short term wins