Gerry Nejman is an accomplished and versatile manufacturing operations leader with over 46 years of experience in manufacturing engineering and operations management. He has built a reputation as a hands-on, results-driven professional known for his ability to generate long-term improvements in both plant processes and organizational performance. Over the course of his career, he has worked across various industries, including aerospace, automotive, and forging, and has held senior leadership positions such as Director of Operations, Plant Manager, Manufacturing Engineering Manager, VP of Operations and VP of Continuous Improvement. His expertise spans manufacturing process improvements, supply chain optimization, lean manufacturing, and operational excellence.

As Co-Founder and Partner of Manufacturing Resource Network (MRN), a consulting firm specializing in manufacturing process improvement and operational excellence, Gerry has leveraged his extensive experience to help businesses of all sizes increase profitability and improve operational efficiency. MRN works alongside its clients to drive measurable change, not just offering advice but providing hands-on solutions and strategies to improve manufacturing systems and processes. The firm’s success stems from its unique approach, which combines industry knowledge with a commitment to delivering lasting, sustainable results.

Gerry’s journey began with his academic background in Mechanical/Industrial Engineering from the University of Cincinnati and an MBA in Management/Labor Relations from Cleveland State University. This education provided him with the technical and leadership foundation to manage complex manufacturing operations and navigate the intricacies of labor relations. He quickly became a sought-after leader in the manufacturing sector, holding key roles at several major companies, including Mid-West Forge, Danly IEM, and Goodrich Aerospace.

At Mid-West Forge, Gerry was the Director of Operations, where he successfully managed the production, maintenance, scheduling, procurement, and capital projects of the company, all while improving labor relations and leading union contract negotiations. Under his leadership, the company achieved significant improvements in operational efficiency, including a reduction in manufacturing lead times, cost per part produced, and overall production costs. This success was rooted in his application of lean manufacturing principles and his focus on continuous improvement across the company.

As Corporate Manufacturing Engineering Manager at Danly IEM, Gerry oversaw multi-plant operations and was instrumental in driving productivity improvements, lead time reductions, and quality enhancements. He played a pivotal role in the company’s transition to ISO 9001:2000 certification, streamlining individual plant manuals into a unified corporate quality system. His leadership was also key during Danly’s acquisition of Lempco Industries, where he facilitated the integration of equipment, inventory, and intellectual property while liquidating unnecessary assets.

Gerry’s tenure at Goodrich Aerospace further solidified his reputation as an effective leader in operations management. As Operations Manager at the Welded Structures group, he significantly reduced manufacturing lead times and improved on-time delivery and cost per part produced. By implementing Theory of Constraints (TOC) methods, Gerry was able to enhance manufacturing efficiency and improve quality metrics, further demonstrating his ability to lead large-scale operational transformations.

Throughout his career, Gerry has consistently demonstrated an ability to balance the technical aspects of manufacturing with the strategic and people-centric elements of operations leadership. His focus on aligning manufacturing engineering with operational strategy has led to tangible improvements in financial outcomes for the companies he has worked with. Whether it was driving value stream improvements, managing cross-functional teams, or implementing new technologies, Gerry’s ability to achieve operational excellence has set him apart as a leader in the manufacturing sector.

In addition to his work at MRN, Gerry has been instrumental in numerous projects, including welding process improvements and the implementation of gas-fired heaters to preheat welding joints. His efforts to reduce welding defects and improve the cooling rate of welded material resulted in more efficient manufacturing processes and higher-quality products. These types of process improvements highlight his deep understanding of manufacturing technologies and his commitment to continuous improvement.

Gerry’s leadership style is characterized by a strong focus on team building, mentorship, and hands-on involvement. His approach to leadership emphasizes collaboration and transparency, ensuring that all team members are aligned with the organization’s goals. This commitment to team empowerment and operational excellence has allowed him to build high-performing teams that consistently deliver exceptional results.

With extensive experience in global operations, Gerry has also worked in international markets, including China, Thailand, Europe, Mexico, and Canada. His ability to navigate different cultural and business environments has further enhanced his leadership skills, enabling him to tackle challenges in diverse markets while maintaining operational efficiency. His global exposure has been key in driving MRN’s success in a variety of industries, including automotive, aerospace, and oil.

Character:

Gerry is a hands-on, results-driven leader who excels in team building, fostering collaboration, and leading organizations toward operational excellence. His character is defined by his commitment to improving both the people and the processes within manufacturing organizations.

Knowledge:

With over 46 years of experience, Gerry has deep expertise in manufacturing engineering, operations management, lean manufacturing, and process improvement. His knowledge spans various industries, including aerospace, automotive, and forging, making him a versatile leader in the field.

Strategic:

Gerry is a strategic thinker who consistently aligns manufacturing processes with business goals to improve financial outcomes. His approach combines technical expertise with operational strategy to deliver measurable results that have a lasting impact on organizations.

Communication:

Gerry’s communication style is collaborative and transparent, ensuring that all stakeholders are aligned and focused on achieving the organization’s goals. His ability to effectively communicate complex technical concepts to cross-functional teams has been a key factor in his leadership success.