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PHONE NUMBER AVAILABLE (M) Email: EMAIL AVAILABLESummary: Results driven leader with extensive manufacturing operations experience. Detail oriented problem solver who executes operational strategies collaboratively to leverage priorities and achieve business objectives. Overcome complex obstacles and crises, creating innovative solutions to multifaceted problems and issues. Build consensus on common vision and goals by cultivating relationships, boosting morale and instilling accountability with personnel on all levels.Employment HistoryMcCormick & Co 8/22 to 12/23Plant ManagerResponsible for all operations of a 1.06 M sq ft production facility and a 750K sq ft warehouse and distribution center within the 24/7 operating facility at a peak of 400 associates; Led the operational direction of manufacturing to achieve the lowest possible cost while developing a culture of continuous improvement through process improvement and employee skill development and standard work principles. Coordinated with other Supply Chain leaders to plan, coordinate and control business initiatives (Journey to Excellence), High Performance Work Systems and Total Productive Maintenance for the local plant and the broader Supply Chain organization.Accountable for the budget for all plant activities while maintaining the physical site, equipment, materials, and employee welfare. Annual Capex of $12 M. Saved $11 M in expedited freight and $11M reduced inventory.Awarded best plant for cost performance (December 7, 2023) for all Supply Chain (Americas)Turned plant around from a plant at risk to one of preferred vendor statusReduced headcount 25% (400 to 300 hourly associates)Annual volume of 155 M pounds of dry seasoning for B2B and Food away from Home (100 SKUs)Clorox - Hidden Valley Ranch 3/21 to 8/22Assistant Plant ManagerManaged 4 high speed bottling lines and one dry seasoning production department while developing people, delivering results across key performance metrics including safety, quality, and cost; supported the launch of new products, managed change, and drove continuous improvement using TPM methodology.Plant operated 24/7 with a team of 235 hourly associates and 15 salaried employees and shipped 30M cases (78 SKUs) annually Hidden Valley Ranch Dressing (wet seasonings and dry seasonings) in a 140K sq ft manufacturing facility. Also served as the interim Plant Manager for 4 months.Scotts Miracle Gro 12/18 to 2/21Plant ManagerResponsible for P & L of plant operations including 5 production lines in a non-unionized environment, driving safety culture, implementation of lean principles.52 Acres facility making value added soils, colored mulch including $1.2 M of new sales DTC/Ecommerce (Amazon, Home Depot, Wal-Mart) in FY20Shipped over 8000 truckloads FY 20 on time and in-full.Conagra Brands 10/16 to 12/18Operations ManagerServed as assistant plant manager, with 4 production managers and 750 unionized employees.Turned around the plant by increasing efficiency from 55% to 75%, reducing safety incident rate from 7 to 2.0. Eliminating the rapid turnover of supervisory personnel to build competent and engaged teamResponsible for P & L, food safety, quality and Autonomous Maintenance implementationManaged 18 finished product canning lines, 161 SKUs of fresh packed tomatoes and remanufactured (Reman) products in a unionized facility.Kellogg Chicago Bakery, Chicago, IL 11/10 to 10/16Continuous Improvement Manager 12/13 to 10/16Served as member of plant leadership team to drive improvements in safety, food safety, service, financial results, quality, and employee engagement.Led the plant wide cost savings program to meet annual targets, includes identification, validation, and execution of projects.Led Overall Equipment Effectiveness (OEE) metric and process including maintaining measurement standards, facilitating improvement plans and strategies, training, and monthly reporting.Established and maintained plant KPIs and visual factory tools and serving as downtime reporting system owner.Progressed plants Continuous Improvement culture through development and execution of strategies and tactical plans.Deployed Lean practices, 5S, Kaizen, and Kellogg Work Systems (IWS) tools across all levels of the organization to deliver business results.Identified process inefficiencies and leading activities using cross-functional resources to deliver business results.Supported team approaches to solving problems, maintaining positive and productive relations with the hourly workforce, union leadership (where unionized), plant management team, and corporate representatives.Benchmarked and shared best practice across the organizationSenior Operations Manager (Concurrent with Continuous Improvement Mgr. role) 4/14 to 8/14Responsible for directing and coordinating the daily operations of the entire manufacturing plant.Developed efficiency strategies to ensure the plant met production goals and standards at minimal manufacturing costs.Worked directly with department heads to coordinate purchasing, production and distribution operations.Duties included instituting policies and procedures, training supervisors and administrators, maintaining a production schedule, giving performance reviews and motivating staff to meet production goalsPlant Operations Manager 11/10 to 12/13Managed 150 unionized employees, all 2nd shift operations, maintenance, engineering and, logistics.Assisted in the development/implementation of policy/procedures, budgetary/fiscal management.Managed the overall efficiency of production activitiesPlanned and lead Kaizens as neededSupervised 3 Production supervisors and 1 maintenance supervisorNestle, Beverage Division, Anderson, IN 11/08 to 11/10Process Resource ManagerManaged 5 lines of high-speed bottling and packaging of aseptic ready to drink beverages (liquid fill) using PET bottling in a 24/7 facility.Coached, mentored, and developed team members to meet current and future business requirements.Planned and managed the day-to-day allocation of resources to efficiently, safely, and effectively achieve performance targets.Ensured a high quality of products, services, housekeeping, and hygiene standards are improved and maintained.Reviewed daily achievements and priorities, schedule, and ensure maintenance/ repairs of equipment using TPM tools.DaimlerChrysler Corporation 12/98 to 11/08Kokomo Transmission Plant (KTP), Kokomo, IN 7/02 to 11/08Through-put Manager, Maintenance and Production Area ManagerManaged over 500 unionized associates in the day-to-day operations of production and maintenance activities for various machining of planetary, sun, pinion, transfer/output, front/rear annulus and oil pump gears, input shafts, over drive and under drive shafts, pistons, piston retainers, valve bodies and their valves, pump and clutch components.Developed/implemented quality initiatives to achieve first time capability (FTC) goal of 90% six months after launching the 42RLE rear-wheel drive transmissionImproved first time capability (FTC) using statistical methods, process control, practical problem-solving tools and preventive maintenance activities.Served as lead manager when working on 2nd or 3rd shifts.Ensured that all safety, quality, cost, and delivery requirements were met.Served as the advisor for Total Productive Maintenance (TPM) teams within the departments.Managed cross-functional teams and facilitated Kaizen events for problem resolution and waste elimination.Managed all Standard Operating Procedures, Configuration Management, Document and Data control items to ensure compliance with and maintenance of ISO-9000/ISO-14000 certifications.Drove Lean Manufacturing PrinciplesNew Castle Machining & Forge, New Castle, IN 12/98 to 7/02Maintenance Center Manager (North Complex) 1/02 to 7/02Managed all maintenance, engineering, and production activities operations, over 500 people and 18 departments, including transmission components, ball joints, piston pins, distributors, steering columns, manifolds, front wheel bearing supports, rear spindles, and heat treat operations.Assisted in the development/implementation of policy/procedures, budgetary/fiscal management.Managed the overall efficiency of production activities for all 3 shifts (self-directed teams).Supervised a staff of 5 production area managers, 5 maintenance supervisors, and 8 engineers.Led and directed skill tradesmen on condition-based maintenance activities to reduce Mean Time Between Failures (MTBFs) and to increase the Mean Time to Repair (MTTR).Certified Plant Maintenance Manager by Association of Facility Engineering (AFE).Production Area Manager (South Complex) 7/01 to 1/02Managed nine production departments in the South Complex and all 2nd shift production control activities, including the first line supervision of the trucking/shipping department.Managed 4 production supervisors and one maintenance supervisor.High volume machining and production of front wheel bearing supports, rear spindles, anchors, lower control arms for RS, JR, LH, PL, DR, KJ, and DN products.Team Advisor (Production Supervisor) 12/98 to 7/01Education: MBA, University of Indianapolis BS, Physics, Southern University, (Magna Cum Laude). |
