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Click here or scroll down to respond to this candidate Candidate's Name
Street Address PHONE NUMBER AVAILABLE EMAIL AVAILABLE
EXECUTIVE PROFILE
Results-driven manufacturing production leader with extensive experience in operations management, quality
control, employee engagement, safety and customer service
Highly knowledgeable in all aspects within the food manufacturing industry including staff development, Lean
manufacturing and continuous improvement, safety standards, risk management and quality assurance
Impactful team leader, skilled in the supervision and training of staff to ensure a comprehensive understanding of
company goals, objectives and safety standards
Strategic change leader with proven success in project management, financial analysis and materials management
in the implementation of new products/processes and line commissioning
Exceptional communication, organization, analytical, presentation and interpersonal relationship skills with the
ability to effectively interact with management and associates at all levels
Proficient user of Microsoft Office software applications
PROFESSIONAL EXPERIENCE
J. SKINNER BAKING COMPANY, Omaha, Nebraska August 2016 June 2024
Vice President of Operations December 2018 June 2024
Effectively managed operations for three food production facilities with more than 800 employees, with direct
supervision over Director of Quality, Director of Maintenance, Director of Supply Chain, Safety Manager and two
plant managers
Monitored statistical process, quality control and production-related data to ensure plant efficiencies are met
Managed and maintained P&L, budget and cost control initiatives, and partnered with management to conduct
forecasting and planning
Developed and implemented multiple processes for improving supply chain efficiencies and cost effectiveness to
ensure optimal performance
Key results:
o Increased annual sales from $130M to more than $260M in five years
o Successfully managed the development and launch of 15 new pastry products in five years
o Implemented two new high-speed production lines to support increased manufacturing volume
o Improved OEE by 11%, reduced waste by 26% and reduced overtime by 22% through implementing Lean
manufacturing and employee engagement principles, and hourly KPI production floor tracking
o Recognized by Walmart as Supplier of the Year during COVID for successfully maintaining a 97.3% product
fill rate, as well as an industry leader in sustainability
o Successfully negotiated two union contracts for a three-year term
Plant Manager August 2016 December 2018
Successfully oversaw all aspects of operations for 135,000 square foot production facility, including productivity,
P&L, safety, quality control standards and equipment reliability
Hired, managed, mentored, evaluated and scheduled a staff of 450 employees operating three fast-paced
production lines
Conducted onsite monthly reporting for CEO and Executive Vice President
Led combined hourly and salaried safety team and conducted Learning After Doing (LAD) meetings for all
recordable and non-recordable accidents
Key results:
o Implemented a plant control process and cadence incorporating Lean and continuous improvement
activities, successfully increasing first pass quality from 95.8% to 99.2% and improving OEE by 10%
o Effectively reduced plant recordable rate for two consecutive years through proven BBS and employee
engagement strategies
o Reduced waste by 11% through loss point identification and overfill SPC project
o Achieved an excellent SQF audit rating in 2017
FERRARA CANDY COMPANY, Creston, Iowa June 2011 August 2016
Operations Manager
Effectually led production and sanitation facilities for 450,000 square foot manufacturing plant, including
productivity, annual budget, safety, quality control standards and plant sanitation
Hired, managed, mentored, evaluated and scheduled a staff of 350 employees with three shift managers, four
supervisors and nine crew leaders
Oversaw a budget consisting of a $18MM payroll and $35MM in raw materials conversion
Lensing - 2
Key results:
o Delivered $3.2MM in savings in 2015 while reducing conversion costs by 6%
o Achieved an A rating on all BRC food safety audits
o Reduced plant recordable rate by 60% over the last five years through Behavioral Based Safety (BBS)
training, LAD meetings and employee engagement
o Increased machine efficiency and reliability by 22%, and reduced scrap by 11% through loss point
identification and overfill Statistical Process Control project implementation
o Developed and implemented a facility strategic plan for effectively measuring and following targeted
annual KPIs
o Implemented a Plant Control Process and cadence that successfully incorporates Lean and continuous
improvement activities
SARA LEE BAKERY, Roseville, Minnesota June 1985 April 2011
Plant Manufacturing Manager July 2001 April 2011
Effectively oversaw and managed all aspects of 102,000 square foot manufacturing plant, including productivity,
budget implementation, safety training, and quality control standards
Managed and scheduled a staff of 80 team members with six supervisors on three bread shifts and three bun shifts
Oversaw a budget consisting of a $9MM payroll and $20MM in raw materials conversion
Key results:
o Consistently maintained an excellent rating on all regulatory and quality system audits
o Implemented Lean Transformation at the Roseville Plant in August 2006
o Selected by Executive Management to deliver the Leadership Essential Training Program in the Central
Region (13 plants) to all management employees (145)
o Significantly improved Roseville Plant OEE by 28% and reduced overuse by 18% by applying Lean tools and
engaging staff, resulting in a cost savings of $926,000 from 2009 to 2011
o Improved manufacturing safety performance by 60% by implementing an employee safety Steering
Committee, repeater program, weekly plant safety audits and hourly employee STOP observations,
resulting in reduction of risk ratio from 18 to seven recordable injuries and a cost savings of $200,000
annually
o Actively involved in the company certification of SQF Level 3 (Safe Quality Foods) through policy, programs
and training
Interim Plant Manager, Wichita, Kansas February 2010 June 2010
Maintained all aspects of 70,000 square foot plant budget, safe work environment and product quality standards
Directed and managed all plant operations, including production, maintenance, sanitation, distribution, staff
development, budget, safety measures and risk management
Oversaw a staff of six department managers, eight supervisors and 135 hourly employees
Financial responsibilities included payroll of $6MM and $14MM in raw materials conversion
Trained all salaried and hourly employees on the Leadership Profile to improve employee behavior
Operations Manager, Tarboro, North Carolina March 2000 July 2001
Met financial targets for the entire 650,000 square-foot facility with 1,300 employees, staff development, training
personnel on new processes, and adhering to product qualification and commercialization timelines
Oversaw payroll of $35MM and $60MM in raw materials conversion
Managed staff of four production managers and 22 production coaches
Led the Operations team to assist in opening of the Tarboro, North Carolina plant in 1990
Selected as Site Coordinator for the start-up of an integrated materials management system; trained supervisors
and hourly personnel in several plants on system inputs and data manipulation techniques
Developed a method for tracking ingredients and devised a flow chart to reduce operator input errors
Production Manager, New Hampton, Iowa February 1999 March 2000
Met production budget, organized plant tests, met product quality standards and safety measures, and maintained
an excellent rating on food safety and sanitation audits
Managed a payroll of $20MM and $40MM in raw materials conversion
Oversaw a staff that included 10 production supervisors and 400 hourly personnel
Implemented Deliberate Method Change, working with team members on the layer cake line, which resulted in the
reduction of scrap by 20%, thrift by 10% and $120,000 in savings
Lensing - 3
Process Improvement Manager September 1998 February 1999
Shift Manager November 1997 September 1998
Third Shift Production and Maintenance Facilitator March 1997 November 1997
Production Supervisor 1988 1997
Sanitation Supervisor 1985 1988
EDUCATION
WARTBURG COLLEGE, Waverly, Iowa
Bachelor of Arts in Business Administration, Double Major in Marketing and Economics
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