Track Record
JPR president Jack Greene has implemented dozens of productivity improvement, work measurement, cost reduction, expansion, relocation, consolidation and integration projects in the US and internationally for manufacturing companies both large (FORTUNE 250) and small.
Mr. Greene is a graduate industrial engineer from the University of Tennessee with over 40 years practical experience in industry, in the U. S. and internationally. He has headed division or corporate industrial engineering for three Fortune 250 companies; ITT, Abbott Labs, and Bausch & Lomb.
In all of the management positions, he has directed industrial engineering (productivity, work measurement, cost standards, methods, layout) and facility planning (capacity and cost determination to support strategic decisions, justification of projects, subsequent planning and implementation, plant expansion, relocation, consolidation).
His expertise in cost effective manufacturing and management practices comprehends the semiconductor, pharmaceutical, optical, steel, lighting, electronic assembly, canning, recreational, consumer products and communication industries. He has frequently represented manufacturing and facility interests within due diligence and feasibility studies for merger, acquisition and consolidation projects.
Adept in all aspects of facility planning, Jack Greene has successfully completed more than three dozen manufacturing, distribution centers, R&D, and administration projects, reaching cost effective expansion, relocation, acquisition, consolidation, site search, and capacity increase objectives.
Emphasizing individual, boutique attention, JPR can also provide scalable, comprehensive, on-site project management through it’s network of well qualified domestic and international affiliates.
Corporate relocation and expansion
HQ, office, manufacturing plant, distribution facility
Objectives: Hands-on actions to find another location in addition to or instead of, to relocate, grow or consolidate, transfer technology.
Case studies:
JPR analyzed four cities on the short list for a growing company's HQ location, then determined incentives and real estate options in the choice, Richmond, Va.
JPR found sites for distribution and headquarters for newly acquired division; justified, laid out, constructed, relocated. Distribution in Texas; H. Q. in Colorado.
JPR consolidated four pharmaceutical plants into two, and transferred pharmaceutical technology to Maryland and to North Carolina.
JPR consolidated semiconductor manufacturing operations from California and Massachusetts into a Florida plant
JPR relocated a division of Corning Glass as it was acquired, to Florida.
JPR evaluated sites and construction options for the developing film industry in South Carolina
Mergers, perform manufacturing due diligence, later integrate operations
Objectives: Ascertain operating conditions both favorable and unfavorable in manufacturing acquisition candidates; later achieve expected benefits of consolidation.
Case studies:
JPR evaluated manufacturing operations of an eyewear company before acquisition, later integrated operations into a similar business.
JPR assisted a pharmaceutical company to relocate two manufacturing operations to similar functions and gained overall productivity.
JPR evaluated manufacturing operations of a pharmaceutical company before acquisition, then planned for the new upgraded facility necessary.
JPR evaluated an eyewear manufacturing operation for possible acquisition, and was part of the recommendation not to proceed.
Work Measurement, and time study with the cost-effective measurement tool
Objectives: Raise output, establish manning levels, balance work, predict output, create an engineered basis for cost definition and control, meet the Sarbanes-Oxley Act.
Case studies:
A manufacturer with 250 people wanted to understand their product costs but had no usage information for labor or variable material and overhead. JPR measured the work performed with watch and work sampling, then compiled expectations for each workstation. JPR led the development of a product costing system for labor and variable overhead factors to use for new contracts bids. JPR create an engineered basis for cost definition and control to meet their auditor's requirements and Sarbanes-Oxley Act provisions.
A manufacturer planned a relocation across town of six production lines, and expected a better layout to cut labor cost. JPR used time study and work sampling to confirm the expectations for direct and maintenance operators.
A manufacturer with a thousand people and two major product lines relocated half of production to another plant. JPR measured the work, established manning levels, balanced work, and predicted output for manufacturing and distribution at the new location.
A distributor slimmed down the product line and placed it in another location. JPR measured the work and determined output rates, balanced lines, and set manning.
Layout
Objectives:
Fit the space to the need, add in new products or processes.
Case studies:
JPR set up a relocated product line in an existing 70,000 square foot plant, later expand operations by half. Texas
JPR laid out metal working shop equipment, assembly operations, flow, storage and shipping to consolidate two manufacturing plants into one, in Pennsylvania.
JPR created a production sunglass operation from acquired equipment,
relocated and set it up. Texas
JPR improved layout and inventory control, then set up assembly
procedures for a non-profit emergency relief operation and DC. Salt Lake City.
Cost Reduction, Productivity Improvement
Objectives
: Simplify and standardize workplace methods, improve product and people flow, identify and manage constraints, reduce cycle time and inventory; using classic and modern techniques.
Case studies:
A manufacturer had a production line with a product cost that was too high to make new contracts profitable, and was about to close the line. The product marketing manager asked JPR to come in, and he worked on the production floor with us. JPR measured times, manning, and costs, identified delay, and relieved constraints. The marketing manager judged priorities and related improvement to product cost. Together we increased output, which as it always does, pulled product cost down to the levels desired.
As an electronic manufacturer moved from prototype into full production, JPR planned product flow and expansion options, balanced production line equipment and manpower, then set crew sizes. Virginia.
JPR improved changeover times for multiple production lines for a pharmaceutical manufacturer. Maryland and North Carolina.
JPR developed process flow, methods, storage, workplace layouts, and labor pricing for a small warehouse to pick and distribute orders nationwide. South Carolina
JPR will objectively and confidentially assist you to increase productivity and profitability in all aspects of manufacturing, distribution and administrative operations. JPR reinforces your own resources, and brings a high level of experience in industrial operations.
jack@jacksonproductivity.com
Jack Greene at 626-375-2468