What Gordon did
Led day to day execution across staffing, process, output, and maintenance constraints.
Implemented machine vision systems where visual inspection and waste created measurable operating cost.
Connected the technical system to plant behavior so the improvement held up in production.
What was hard
A plant improvement has to survive variation in material, equipment, staffing, and production pace.
The technology had to fit an operating system with real consequences for downtime and output.
Savings depended on adoption and repeatability, not a successful demonstration alone.