Track Record

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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.

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 anufacturing 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 has also provided remote services to clients via phone and email, resolving work measurement, layout and facility reloction issues.

 

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 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 developed block layouts to consolidate facilities on three lots onto one, to expand and integrate operations for efficiency; in Tennessee.

 JPR evaluated sites and construction options for the developing film industry in South Carolina.

 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.

 

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:

created an integrated manufacturing layout for two under-utilized metal working plants, and relocated the Texas plant into the Pennsylvania facility.

evaluated manufacturing operations of an eyewear company before acquisition, later integrated operations into a similar business. Texas

 JPR assisted a pharmaceutical company to relocate two manufacturing facilities to similar functions and gained overall productivity. New Jersey and New Your into Maryland and North Carolina

 JPR evaluated manufacturing operations of a pharmaceutical company before acquisition, then planned for the new upgraded facility necessary.Florida

 JPR evaluated an eyewear manufacturing operation for possible acquisition, and was part of the recommendation not to proceed.Virginia

 

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. Quite frequently JPR provides objective time study of disputed circumstances, management - union perhaps or plant / headquarters. .

 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. Rhode Island

 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.Texas

 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. New York .

 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. Texas

  JPR time studied operations to provide objective workload data, in different unionized production lines, and to resolve a plant / headquarters disagreement, California and Texas

 

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 distribution center. 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. South Carolina

 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  

 

Service companies

Objectives: Service companies are as interested in productivity as traditional manufacturing is. JPR provides assistance to fit the particular circumstances.

 A luxury hotel wanted to quantify a fair daily room cleaning rate for its room attendants, maids. JPR time studied the work, defined patterns, determined the required times, identified potential cost reductions, (Pillows and the amount of glass cleaned are significant.) Los Angeles

 JPR found a new corporate home for a service company who needed to grow, and prferred to do so where it could interact with a broader financial and technical comminity. Virginia

 JPR provided work measurement information to a company who provides cleaning for building, including schools. The company, and school districts, find a lack of objective measurement information; the many variables do indeed suggest that each school is different. Chicago.

 JPR time studied the installation process for a construction product, found it was less than a competitors, and advised the manufacturer who placed the information on their web pages. Georgia.

 

What Now?

JPR will objectively and confidentially assist you to increase productivity and profitability in all aspects of manufacturing, distribution, service and administrative operations. JPR reinforces your own resources, and brings a high level of experience.

 

jack@jacksonproductivity.com

Jack Greene at 843-422-1298