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Click here or scroll down to respond to this candidateProfileHighly accomplished, results-driven executive with an extensive track record of delivering leadership to take manufacturing operations to new levels of success for companies across multiple sectors. Excel at building, training, and optimizing the performance of management teams and production staff. Skilled at creating work cultures that promote productive engagement, professional development, and collaboration as foundational components for success. Focused on driving continuous improvement across all areas to maximize efficiency, quality, safety, productivity, and profitability.Core StrengthsExecutive-Level LeadershipFlexographicAdvanced Product Quality PlanningSupply Chain ManagementProfit & Loss AccountabilityStampingConverting Paper-CapInjection Blow MoldingLean & Six Sigma ManufacturingGood Manufacturing PracticesContinuous ImprovementKanban/6S/Kaizen PrinciplesProject ManagementAuto FrameFolding CartonExtrusion Blow MoldingTotal Quality ManagementTeam Building & LeadershipPerformance ManagementStaff Training & DevelopmentEmployee Relations & EngagementWeldingPaperboard Printing & PackagingStretch Blow MoldingProfessional ExperienceGENERAL MANAGER, PolyJohn Enterprises, Tecumseh, MI 2024 PresentOverall responsibility for a startup operation from the ground up, to create a blow molding/injection molding manufacturing facility. Responsible for configuring/building infrastructure, installing new machines/equipment, hiring talent to run them and temps to support the initial build and set up for operational production. Responsible for overall daily operations, encompassing P&L, quality, manufacturing, logistics, maintenance, inventory, warehousing, safety, human resources, training, mentoring, regulatory compliance, and more.Select Contributions/Achievements:Brought vacant building space to operational manufacturing excellence.Coordinated, built, and established an optimally functional layout of the facility.Managed all vendor and installation contracts, inclusive of electricity, air compressor, silo, chiller, air blast, blow molding equipment and auxiliary automation.Interviewed and hired qualified talent and personnel.Originated and implemented a dynamic work culture by way of a servant leadership style of management, recognition programs, a more accessible hands-on leadership approach, instilling a team mentality, significantly enhancing morale and productivity.GENERAL MANAGER, Iceberg Enterprises LLC, Sturgis, MI 2021 2023Overall responsibility for management of a blow molding/injection molding manufacturing facility s daily operations, encompassing P&L, quality, manufacturing, logistics, maintenance, warehousing, safety, human resources, training, mentoring, regulatory compliance, and more.Select Contributions/Achievements:Originated and implemented a dynamic work culture by way of servant leadership, recognition programs, a more accessible hands-on leadership approach, instilling a team mentality, significantly enhancing morale and productivity.Rebuilt management teams for ongoing optimization of performance by more skilled management teams that could more effectively handle daily departmental operations, in turn, driving the development of a more engaged and productive overall workforce.Turned around manufacturing operations in 8 months, transforming monthly EBITA losses into 6.4 million annual profits.Improved efficiency by 82%Achieved significant improvement in overall KPI from an average of 46% to 95%Achieved significant improvement in OEE from 53% to 94%Reduced waste from 55% to 5% on all product lines.Decreased labor expenses by reducing overtime and the number of temporary employees.PLANT MANAGER, AJM Packaging Company, Detroit, MI 2015 2021Driving force behind 300+ personnel executing 24/7 operations across four production departments and three warehouses. Areas of oversight include P&L, quality, logistics, human resources, productivity, and safety among others.Select Contributions/Achievements:Created a powerful work culture since taking the role, via recognition programs, a more accessible leadership approach, and instilling a team mentality, significantly enhancing morale and productivity.Rebuilt and ongoing optimization of the performance of a skilled management team that effectively oversees daily operations and, in turn, drives the development of a productive workforce.Focus on driving continuous improvement across all areas, which has led to on-time delivery going from under 80% to 100%, productivity from 70% to 95%, and scrap being slashed from 16% to under 1%.Substantially reduced downtime and overtime costs through enhanced inventory control, efficiency, and implementing 6S throughout the facility.Dramatically reduced the number of customer complaints as a direct result of major improvements in PPM.Significantly reduced recordable OSHA incidents by implementing a safety awareness program incorporating ongoing training and daily protocols.GENERAL MANAGER, Medplast, Monticello, IA 2013 2015Rebuilt/reinvigorated the management team and catalyzed improvements in overall KPI upon taking control of operations for a leading manufacturer of injection molded products for medical and non-medical sectors.Select Contributions/Achievements:Impacted monthly profitability through process improvements and better workforce training, with monthly EBITDA results eventually doubling targets.Achieved major reductions in scrap (4% to less than 1%), freight shipping expenses (50%), and temporary labor costs (70%), while keeping monthly costs below budget goals to further strengthen bottom line results.Rolled out 6S as well as a series of continuous improvement systems across the entire facility and eliminated material shortages, which significantly reduced downtimes.Raised safety performance by achieving zero recordable OSHA incidents resulting in lost time reduction.PLANT MANAGER, Graham Packaging Company, West Hazelton, PA 2010 2013Fully owned plant operations and performance, with areas of leadership encompassing P&L, finance, quality, manufacturing, logistics, warehousing, safety, human resources, training, mentoring, regulatory compliance, and more.Select Contributions/Achievements:Completely turned around an underperforming operation that had been registering monthly EBITDA losses of $982K to reaching the breakeven point in less than nine months.Hired/built an entirely new management team, replaced over 70% of the workforce, and improved all departmental building blocks, taking each from performing under 40% to achieving a minimum goal of 85%.Achieved massive improvements in overall KPI and OEE, going from an average of 42% to 90% and 45% to 92% in each category, respectively.Cut waste across all product lines from 65% to under 5%.Increased on-time delivery from 72% to 98% and PM completion from 55% to over 87%.Reorganized the management structure and incorporated Six Sigma, 6S, Lean Manufacturing, and Kaizen principles in all operational areas, which led to productivity improving 80% and PPM by 75%.Changed the entire assembly configuration to improve efficiency by 74%.Brought the whole operation in step with automotive industry best processes and manufacturing systems to successfully achieve Six Sigma standards.EducationBachelor of Business Administration in Marketing & Industrial Engineering, Cleveland State University |
