BMW Manufacturing
$630K
Quarterly P&L reduction
Improved equipment and employee utilization in the SKD / CKD operation, eliminating the need for the weekend shift.
See the roleManufacturing & operations leadership
GabrielDaniels.
MBA Industrial Engineer Lean Six Sigma Black Belt
I turn complex plant challenges into stronger operations. My experience connects production leadership, continuous improvement, and the people who make it happen.
A business mind. An engineer’s perspective.
A study in perspectiveMove to explore ↗
Plant operationsTurnaround leadershipLean Six SigmaTeam development
01 / Selected accomplishments
The work.
The difference.
Improvement you can measure.
Results from manufacturing and logistics operations.
Syncreon North AmericaTurning improvement
Turning improvement
into lasting value.
$1M+
Annual Six Sigma savingsPlant turnarounds, stronger delivery, and more efficient production and warehouse operations.
Forward Air Solutions
30%
Higher direct labor efficiency
Built a World Class Manufacturing program and led more than 40 continuous improvement projects.
See the roleSyncreon North America
20%
Shorter production lead time
Applied Lean manufacturing across production and warehouse operations while improving delivery performance.
See the roleSyncreon North America
94→98%
Improved on-time delivery
Strengthened plant execution alongside $1M+ in annual Six Sigma savings and a $220K reduction in production scrap.
See the role02 / Work experience
Leadership
on the floor.
Impact across
the business.
From frontline supervision to plant turnarounds, I bring a practical approach to safety, quality, delivery, and cost.
View printable resume2020 — PresentBMW Manufacturing Co., LLCProduction Manager
Lead daily operations and improve cost, efficiency, supplier performance, and safety through Lean methods and data-driven problem solving.
Machine utilization: 35% → 85%. Reduced $630,000 from quarterly P&L and eliminated the weekend shift in the SKD / CKD operation.
- Improved operation OEE and employee utilization from 63% to 92%.
- Increased value-added activity through an employee-driven data program.
- Managed service contracts, supplier development, escalation topics, and problem resolution.
- Applied 6S, SMED, FMEA, 8D, A3, and DMAIC to reduce waste, analyze bottlenecks, and optimize processes.
- Supported capital management, P&L analysis, capital budgets, and scope decisions for new and existing operations.
2014 — 2019Syncreon North AmericaPlant Turnaround Manager
Directed plant operations spanning production, maintenance, safety, quality, and warehouse management. Led turnarounds and applied Lean principles across production and logistics.
$1M+ in annual Six Sigma savings. Reduced lead time by 20%, improved on-time delivery from 94% to 98%, and reduced production scrap by $220,000.
- Established a Total Productive Maintenance (TPM) process.
- Achieved ISO 9001:2015 and TS 16949 certification in three plants.
- Launched three facilities to meet OSHA, AIB, and city, state, and federal requirements.
Turnaround project experience
Norfolk Southern, Berry Global, BMW Group, Wilbert Plastics, JAC Products, Amerimax, Mannington, Habisit, Amazon, Autoneum, Mobis–Hyundai, Nemak, MBUSI, Brown-West Logistics, Georgia Pacific, and Shutterfly.
2012 — 2013Forward Air SolutionsSenior Production Manager / Turnaround Manager
Built continuous improvement practices around root cause analysis, workforce development, and consistent plant execution.
Increased direct labor efficiency by 30%. Led 40+ improvement projects and trained 15 C-level leaders as World Class Manufacturing practitioners.
- Established a World Class Manufacturing continuous improvement program and a Non-Conforming Material Review Process.
- Led Kaizen events, root cause analysis, and standard work initiatives.
- Supported process FMEAs and control plans for existing and potential work systems.
- Managed staffing levels through selection, interviewing, and training.
2010 — 2011FaureciaProduction Manager
Coached employees and led improvement work to meet safety, line utilization, and compliance standards.
Increased machine uptime by 35% through a new material handling plan.
- Led work studies, process FMEAs, control plans, and Lean / quality initiatives.
- Developed department service contract strategies and annual business plans.
2007 — 2010FaureciaProduction Supervisor
Led work cells and developed team members to improve safety, quality, and productivity.
- Led work cells to improve OEE and reduce scrap through team-based problem solving.
- Trained employees in Lean manufacturing and problem-solving methods.
- Implemented and maintained 5S and visual management systems.
03 / Expertise
An engineer’s discipline.
A leader’s perspective.
Technical depth, financial understanding,
and a commitment to developing people.
Operational leadership
Plant operations · Production management · Turnarounds · Safety & compliance · Quality · Supplier development · Workforce training
Continuous improvement
Lean manufacturing · Six Sigma · DMAIC · Kaizen · TPM · OEE · SMED · FMEA · 8D · A3 · 5S / 6S · Standard work
Business & systems
P&L analysis · Capital budgets · KPI management · SAP · Minitab · Microsoft Excel · SQL · Power BI · CNC · HTML · Adobe Creative Suite
04 / Education & certifications
The foundation
behind the work.
Education2013
Master’s Degree in Business Administration
University of Alabama
Education2010
Bachelor’s Degree in Industrial Engineering
University of Alabama
Certification2014
Six Sigma Black Belt & Six Sigma Champion
Massachusetts Institute of Technology
Certification2022
AI Prompt Engineering
Harvard University
05 / Let’s connect
Better operations
start with
a conversation.
Willing to relocate to Alabama, Georgia, Florida,
North Carolina, and South Carolina.