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Click here or scroll down to respond to this candidateCandidate's Name
Street Address (732) 354-5622 EMAIL AVAILABLE https://LINKEDIN LINK AVAILABLE BSME / Six Sigma Green BeltSR. DIRECTOR OPERATIONS MANUFACTURING ENGINEERING CONTINUOUS IMPROVEMENT Sr. Operations Engineering Leadership P&L SAP EBITDA Cost Management Operations Plant Management Continuous Improvement Programs Leader & Team Management Development Engineering Technical Management OMP Program Management Capital Project Engineering Management Operational Culture Transformation Strategy Operations Planning Start-Up Scale-Up Turnaround Operations Production Performance Improvement Six Sigma Lean Manufacturing Tools Design Process Manufacturing Engineering Building High-Performance Teams PROFESSIONAL EXPERIENCELEISTRITZ ADVANCED TECHNOLOGIES Branchburg, NJ 2022-Present Manufacturer of engineered products and technologies for various industries worldwide Engineering Manager Lead a team of 12 Mechanical Project Engineers, Mechanical Technicians and Electricians supporting the manufacturing of twin screw extrusion systems, screen changers, conveyors, turbines, gearboxes, and pumps, and provide FAT and Lab Testing of pharmaceutical and plastics technologies for clients. Responsible for all departmental operations, including budgets, P&L, risk management, operating goals, productivity improvements, inventory control, and cost-reduction programs to improve output and quality. Oversaw capital projects from the design phase of extruders and support equipment through project completion and final documentation, including FAT and IQ/OQ and significant coordination with customers and OEM companies. Facilitate developing and deploying continuous improvement and lean strategies driving several initiatives, including bar-coded inventory, waste elimination, recycling of corrugated and filler materials, and development of preventative maintenance programs. Coordinate purchasing and procurement of materials and parts, including negotiating with vendors to reduce costs and increase margins. Created bar-coded inventory, which reduced parts recognition lag time by 1K+ labor hours annually. PIM BRANDS LLC/WELCHS Somerset, NJ 2017-2021North America's premier makers of fruit snacks, confections, and other treats Director of Continuous Improvement Operations Managed a team of 16 responsible for strategic planning, capital expenditures, maintenance, and continuous improvement initiatives for a manufacturer of fruit snacks, confectionary, and gummi products for retail, wholesale, co-packer, and convenience channels. Implemented Lean manufacturing and Six Sigma across the manufacturing operations, including OMP, 5S, Kaizen, SMED, and Design for Lean, "H.E.L.P" (High-Efficiency Line Performance), waste management, floor marking for Covid, and value stream mapping, spot value and non-value activities, and root cause analysis, and developed SOPs to steer the successful deployment. Developed and deployed short- and long-term strategic plans in collaboration with executive management and site operational leadership, including recognition programs to enhance associate engagement at the site. Guided manufacturing teams in using lean tools to drive CI initiatives and improved cultural emphasis on lean strategy to drive sustainability across the operations. Uncovered manufacturing operational improvement and cost reduction opportunities executing project plans for specified projects, formulated objectives, identified resources, set timelines, communicated results and presented deliverables. Counseled management staff for the implementation Redzone manufacturing system throughout all manufacturing processes, including robotics applications. Led multiple concurrent capital projects from start-up to close-out, including installation of Vertical Form Fill & Seal VFFS machinery and packaging lines, Batching Systems, CIP systems, Gantry robotic palletizing, Delta robotic pick and place, new curing rooms (Refrigeration), and Building additions. Created a reverse flow pasteurization system saving 400+ hours of downtime annually and $1M+ savings annually in increased production. VISCOFAN (formerly Nitta Casings, Inc) Bridgewater, NJ 2015-2017 World leader in casings for meat products which it distributes in over 100 countries worldwide Director of Engineering Responsible for all engineering, maintenance and plant utilities activities required to produce skinless/fibrous sausage and meat casing. Supervised a team of 6, including 2 Managers and 4 Engineers of various disciplines, including Mechanical, Electrical, and Controls engineering, with an engineering budget of $1.4M and a CapEx budget of $65M. Managed projects and led cross-functional teams in capital investment and continuous improvement projects to improve operating costs, increase capacity, optimize manufacturing, and reduce costs to meet market opportunities. Key AchievementsDoubled capacity of the main floor areaby designing and installing a mezzaninewhich increased production by 75%Launched CI processes across alldepartments achieving a 35% increasein reducing non-value add activitiesKey AchievementsPrimary player in improvinggross margin from $400M to $600Min less than 5 years through OMP.Developed business case for a $6.0Mplant automation project for Welch'sfruit snacks resulting in a 21-personreduction on 3 shiftsIdentified and led an initiative to providea training program for 3rd partypersonnel on critical pieces ofequipment, increasing plant efficienciesfrom 63% to 88% over a year Introduced continuous improvement and lean manufacturing concepts, including 6S, waste management, and value stream mapping. Mentored the global engineering teams across the company, providing key leaders guidance and strategies to drive operational improvement initiatives. Ked multi-functional "HELP" teams to define and implement best practices and state-of-the- art technical solutions to continually improve strategies. Guided multiple automation projects at varying stages of development to improve efficiencies with plant equipment, including Ovens, Water baths, Batching systems, Winders, Homogenizers, Air compressors, and PLCs. Directed collaborative tasks and activities were applying ISO 22000 Standards to Operational Systems and Quality Protocols. Brought forth efforts to reduce waste through a waste management program achieving increased yield by 16% with a savings of $640K/year. AEROFARMS LLC Newark, NJ 2013-2015Sustainable indoor agriculture company using a patented aeroponic growing system to grow produce Vice President of Operations Directed the $30M start-up and operational strategy for a high-tech start-up focused on indoor vertical farming system growing, harvesting, packaging, and distributing leafy vegetables, herbs and various other vegetables generating $37M in annual revenues. Member of the executive leadership team directing and steering the expansion plan in collaboration with the CEO aligning business plans with business priorities, objectives, mission, and vision. Responsible for leading plant employees throughout operations, quality, technical, and packaging departments introducing business practices, KPIs, Manufacturing SOPs, performance goals, and metrics for operational excellence and performance accountability. Created a corporate culture of continuous improvement, acting as a change agent improving"lean thinking" throughout the organization focused on adding value and eliminating waste by using lean tools such as Value Stream Mapping, 6S, and Visual Management. Worked closely with R&D and Engineering teams in designing new equipment and processes for the operational startup and developed core manufacturing and food safety processes and SOPs to exceed all corporate performance objectives set for the operational aspects of the start-up. Provided leadership in examining and re-engineering operations and procedures, formulating policy, and developing and implementing new strategies. Led start-up and optimization of equipment and processes and designed a production system that enables the long-term scaling potential for the business and generates higher ROI and workflow organization. Formulated and enhanced the products nutrient solution systems and resolved LED selection and application processes. Developed strategies, directions and roadmaps for all internal and external sustainability and impact initiatives to align with the companys sustainable agriculture missions and core values.DIXIE ENGINEERING Sewaren, NJ 2005-2013Engineering firm providing manufacturing, process, and systems engineering for the Food and Beverage industry Director of Operations & Engineering Guided systems and process engineering initiatives focused on facility design, installations, and plant optimizations from conception to production for key clients Klosterman Bakeries, Sara Lee, Wenner Bakeries, Nestle Waters, Naked Juice and Jasper Products. Spearheaded the development, planning and execution of lean enterprise transformation strategies and metrics for companies that manufacture cheese, ice cream, beverage, and bakery products. Responsible for planning and assisting in the execution of various Lean Six Sigma transformation events targeted toward improving the businesss performance on safety, quality, delivery, and cost. Provided clients with guidance on productivity improvements and quality management initiatives, including state-of-the-art automation processes, process control, material handling, energy and conservation analysis, and utility systems. Being a major player in the design and build of Jasper Products in Joplin, Missouri, a soy milk production facility that yields $110M annually. NAKED JUICE COMPANY Glendora, CA 2004-2005Producer of juices and smoothies providing delicious fruits and veggies without artificial flavors or added sugars Plant Manager (Temporary Assignment / Plant Sold) Managed the plant operations for a $90M fresh beverage production facility producing juice, water, purees, and fruit products for the health and well-being market with accountability for the $30M OpEx and $10M CapEx budgets. Led a team of 6 Managers and 154 plant team members throughout manufacturing, logistics, and R&D, ensuring execution consistency of manufacturing processes, packaging systems, and overall plant operational excellence. Contributed to the development of mission, vision, and guiding principles for high-performance work teams and guided efforts in resource planning and mapping for system, application, and product implementations. Key AchievementsSold used equipment to companies inChina, resulting in $6.2M in revenueLed plant team to develop a new processin sausage casing production, improvingproduction output by 60% andincreasing revenue by $4.7MKey AchievementsProvided the leadership in the hiringand setup of all facility departments andcontinuous improvement initiatives,increasing EBITDA by 22%Participated in presentations to potentialinvestors, showcasing facilities andsustainability that will deliver 1.4X ROIafter 2 years of ownershipSpearheaded the design of a 24-footprototype vertical platform that housedstainless steel trays with fleece attachedgrowing lettuces, herbs and vegetablesfrom seedlingsKey AchievementsBuilt Tropical Cheese operations for theMendez family, helping to create anentity that yielded $75M+ annuallyImplemented a 2000-valve anhydrousammonia refrigeration system for NestleWaters in Los Angeles, California,resulting in a $43M plant expansion Partnered with executive management to deliver sustainable performance improvements and position the company for sale of the company to PepsiCo. Introduced state-of-the-art methodologies (Lean Manufacturing and Six Sigma concepts) to drive aggressive improvements across all areas of operations and deliver notable results. Steered the optimization of profitability, productivity, efficiency, quality, safety, sanitation, and employee retention. Developed and implemented a strategic plan to invigorate the operation and improve financial and operational performance. Developed initiatives to achieve performance, quality and safety metrics and ensure the achievement of goals by working with specific departments with cross-functioning teams. Created a culture of accountability, beginning at the management level-instituted quarterly performance evaluations tied to results, not activities, thus driving accountability by demanding quick results. WHITLOCK PACKAGING CORPORATION Fort Gibson, OK 2001-2003 Contract manufacturer of liquid refreshment beverages, including fruit drinks, juices, isotonic beverages (sports drinks), iced teas, energy drinks Director of Engineering and Maintenance Responsible for the maintenance and engineering departments, leading a team of 13 employees providing support services for the contract manufacturing bottling facility producing beverages, juices, energy drinks, waters, and teas. Accountable for the maintenance, repair and troubleshooting of all plant and process equipment and systems, including compressed air, steam, water, wastewater, refrigeration, HVAC, electrical and calibration of all instruments. Conducted departmental improvement initiatives, provided high-performance training to all employees, developed and implemented SOPs, and implemented and verified adherence to visual KPIs and job instructions, leading to increased line operations and minimization of scrap and waste. Facilitated improvements and optimization of the preventative maintenance program reducing machine downtime and improving changeovers. Upgraded plant utility system acquiring annual savings of $84K in potable water usage. Implemented production H.E.L.P. Teams increasing efficiencies by 28%. CLIFFSTAR CORPORATION Joplin, MO 1998-2001Supplier of private-label beverage solutions, including juices, sports drinks, and teas in North America and around the world Plant Maintenance / Engineering Manager Directed engineering and maintenance departments with a staff of 6 employees, developing and implementing a department budget of $1.4M for a plant that produces beverages, juices, and water products. Drove hardware and systems integration to streamline manufacturing processes, including developing all necessary project and equipment documentation. Increased production efficiencies by 22% and decreased mechanical downtime by 18%. Previous Experience: The Pillsbury Company Plant Engineering Manager (1996-1998) / McCain Ellios Foods Engineer (1993-1996) EDUCATION / CERTIFICATIONS / ASSOCIATIONSBachelor of Science Degree in Mechanical Engineering Rutgers University Certifications: Six Sigma Green Belt Certification C.I. Management Certification Association Active Member: American Society of Agricultural Engineers (ASAE) American Society of Bakery Engineers (ASBE) American Society of Mechanical Engineers (ASME)TECHNICAL COMPETENCIESTechnical Skills: 2D/3D Vision Systems ABB (Rapid) Adobe Acrobat & Photoshop AutoCAD AutoDesk BacNet Bar Coding Crystal Reports DesignCAD FlexNet FLINK GE Fanuc GoToMeeting Great Plains/Dynamics Honeywell DCS HTML Karel Keyence Laser System Kronos LAN/WAN Laser Scanners Linear Programming LinkedIn Lotus Notes Microcontrollers MS Office Suite MS Project MS Teams PLANTPAx PLC Programming PLC-5 Power Supply Pro-E RS Logix Sage SharePoint Siemens Simatics Skype Visual Basic WiFi Wonderware Zoom Applied Lean Tools: 5S 6S 8 Total Affinity Diagram Autonomous Maintenance Benchmarking Method Bottleneck Analysis Brainstorming Basics Calculations C&E Cellular Manufacturing Check Sheet CIL Continuous Flow Control Chart Control Plans Correlation Fishbone Analysis Fishbone Diagram FMEA Focused Improvement Hypothesis Testing Kaizen KPIs Lead Time Line Balancing Line Control Machine Cycle TimeOMP OPM OEE Planned Maintenance Point of Use Process Capability Process Mapping Quality Maintenance Root Cause Analysis Safety and Environment Scatter Plot Standard Work SPC SQC Surveys Methods Tagging Process TPM TPS Training Value Stream Mapping Visual Factory Visual ManagementRegulatory Compliance: 21 CFR Parts 11, 58, 101, 110, 210, 211, 312 29 CFR AIB AMA ANSI API ASI ASME ASHRAE ASTM BOCA cGMP CAA CWA CERCLA DEA DEEP DEQ DOT EO 12866 EPA EU FDA FMEA FQPA Food Safety FOIA FSMA FSSC 22000 Gluten Free GMP HACCP HCS ISO ISO 14001 ISO 45001 ISO 9001 Kosher LEED NEC NIOSH Non GMO OSHA Organic Peanut Free PPA Privacy Act SDWA SQF SSOP SWPPP TSCA TCPA USDA Key AchievementsImplemented Production, Logistics,Process and Quality systems, changingthe operation structure from a $4.5Mdeafest to a $5M gain within 10 monthsModified processing equipment toincrease production efficiencies by 48%Key AchievementsLed successful new products launch,increasing production volume by 36%Reduction of Maintenance/Engineeringbudget by $430K annually |
