Archie Nimmer, III

**** ********** ** ****: 815-***-****

Buford, GA 30519 acqmpt@r.postjobfree.com

Manufacturing Professional

Consistency surpassing productivity, profitability, quality, and customer satisfaction goals

Accomplished manufacturing manager offers 16 years of experience in diverse roles including production, quality assurance, and materials engineering. Proven ability to lead a workforce of up to 1100 and exceed all performance expectations. Strong knowledge of lean techniques and demonstrated ability to maintain effective relationships with union leadership.

Core Competencies

Strategic Planning

Quality Control

Union Relations

Problem Resolution

Process Improvement

Budget Planning/Cost Control

Total Preventative Maintenance

Food Safety

Project Management

Lean Manufacturing

People Development

Change Management

Professional Experience

Remington Outdoor Company Oct 2014 - Present

Director of Operational Excellence, Ammunition Huntsville, AL

Responsible for the full scope of Operational Excellence in the Corporation with direct focus on new ammunition facility launch including tracking, analyzing and improving lean processes and activities focused around building a culture of continuous improvement aligned with achieving strategic objectives for the corporation.

Selected Accomplishments

Led Operations team for 70% improvement in throughput for Eli facility.

Established communication model for Eli facility to improve employee engagement and operational focus for hourly associates.

Mentored Eli facility leadership team on execution of operational metrics and stratification of data to identify losses and determine corrective actions

Direction the establishment of practical problem solving process for quality issues

Remington Outdoor Company May 2014 – Oct 2014

Director of New Product Launch, Huntsville, AL

Primary role is to direct, communicate, coordinate and support product development projects to meet all corporate goals and objectives. Also to ensure all activities in the planning, testing and implementation of new and current product projets for all functions with the corporation. Also manages the Remington Product Development System ongoing improvement efforts for future product launches.

Partner with Para Handgun manufacturer to successfully launch SAP2 and SAP3 programs

Strategically assist Huntsville facility with launch plan and implementation for new SAP5 handgun program

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Remington Arms Company 2013-2014

Director of Operational Excellence, Huntsville, AL

Responsible for the full scope of Operational Excellence in the Corporation including tracking, analyzing and improving lean processes and activities focused around building a culture of continuous improvement aligned with achieving strategic objectives for the corporation.

Selected Accomplishments

Led lean activities at Lonoke Ammunition plant to improve throughput performance by 20% with focus on data collection and practical problem solving through daily and weekly management routines.

Directed corporate practical problem solving training at various facilities for both production and maintenance teams to increase problem solving skills and in depth lean exposure.

Led bi-weekly maintenance network team meetings for improved performance of maintenance teams across the corporation through root cause analysis, use of paretos and planned maintenance strategies.

Championed corporate Kaizen reviews and initiated monthly “Kaizen of the Month” reward programs for improved plant participation and rigor to the Kaizen events within the company and generating valued cost savings across the company.

COCA COLA REFRESHMENTS 2011-2013

Plant Manager, Maryland Heights, MO

Managed Overall operations of the Production Facility to achieve core goals and ensure customer service to internal and external customers of the facility. Currently managing 95 hourly employees and 17 salary employees

Selected Accomplishments

Facility awarded “Productivity Plant of the Year for 2012” for North America for Coca Cola Refreshments for improvements in throughput and efficiency.

Led plant efforts to reduce empty leaker low fills resulting in a month over month decrease in consumer complaints for seven consecutive months. Consumer complaints currently 72% improved over previous year.

Focused team on Internal Controls items to improve production controls, security, and quality reporting for a 22% improvement in audit scoring, which was highest score obtained in past five years.

Initiated monthly townhalls for increased employee engagement and associate focus on plant performance and recognition. Currently resulting in 48 employee suggestions for improvements and 7 recognitions for improvement activities.

Implemented Human Error Root Cause Analysis for Warehouse Operations to reduce human error and improve load accuracy by 5%.

Implemented financial controls and performance routines to reduce financial losses by 50% over previous year.

Reinstituted monthly safety committee meetings and initiated weekly safety gemba tours to increase safety awareness and engagement resulting in only one injury through May 2011 compared to nine through May 2010.

Instituted weekly maintenance meetings to address work order activity and financial impact resulting in 30% increase in PM completion rate (from 53% to 83%)

Focused team on 100% engagement in GMP audit process to increase audit score from 74% to 84% for a 10% improvement.

Instituted daily team meetings for warehouse operations to provide direction and improved communication with Market Unit Distribution Centers to reduce Out Of Stock performance below target of 0.4 to an average of 0.35.

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COCA COLA REFRESHMENTS 2010-2011

Production Manager, Maryland Heights, MO

Managed daily operations of the Production Facility with focus on achieving manufacturing

targets relating to production efficiencies, product quality, safety and food safety.

Managed 99 direct labor employees and 4 manufacturing supervisors.

Selected Accomplishments

Implemented Team Gemba boards on each production line to capture employee ideas that add value to the facility and have direct impact on plant performance with 88 items addressed in four months of production.

Initiated daily production meetings with employees to increase communication of operational focus and performance improving employee engagement scores by 10%.

Led the implementation of management routine with involvement from production, maintenance and warehouse operations to improve PO attainment by 6%.

Led team in first 5S competition for the plant and reduced downtime on bottleneck equipment.

Championed employee engagement program resulting in suggestion program, recognition and rewards program, and monthly employee listening sessions.

CHRYSLER LLC / DAIMLERCHRYSLER / CHRYSLER CORPORATION 1998 – 2010

Senior Manufacturing Manager, Paint Center, Belvidere, IL (2008-2010)

Directed all aspects of daily operations of the Paint Center with focus on achieving core goals relative to safety, quality, delivery, cost, and morale by establishing processes with direct reports and union leadership to meet plant and corporate objectives. Managed 145 hourly and 20 salary employees.

Selected Accomplishments

Implemented throughput process utilizing buffer and bottleneck management to increase production of Paint Center by 5 jobs per hour.

Actively engaged entire team in root cause analysis of quality issues, decreasing defects leaving the center and improving first time capability from 86% to 92%, surpassing the goal of 90%.

Collaborated with Total Productive Maintenance team to meet 90% preventative maintenance goal.

Performed lead role in people development, utilizing World Class Manufacturing principles.

Initiated suggestion program that has generated 380 suggestions to date from employees.

Senior Manufacturing Manager, Paint & Assembly Centers, St. Louis, MO (2007-2008)

Managed daily operations of the Paint and Assembly Centers with a total workforce of 1000 employees.

Selected Accomplishments

Implemented visual management boards for improvements through education of workforce to increase and maintain engagement in center performance.

Implemented direct run loss management to monitor hourly throughput performance and foster maximum communication between production and maintenance, improving schedule attainment from 80% to 101% of goal.

Actively worked with outside vendors to improve root cause analysis and cost management of vendor support to the center, reducing paint scrap by 40%.

Prepared cost initiatives and continuous improvement goals for the paint center to ensure targeted finance goals were achieved, resulting in $229K favorability and becoming the only center not operating at a loss.

Engaged hourly team leaders to develop quality toolbox for problem solving, increasing first time capability of painted vehicles by 7% and meeting customer quality demands by exceeding the Customer Satisfaction Audit target.

Led the transition from traditional manufacturing to team-based manufacturing with focus on process and quality improvement in the Assembly center, increasing electrical first time capability from 23% to nearly 70%.

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Operations Manager, Afternoon Shift Production, St. Louis, MO (2006-2007)

Managed the entire plant operations of the afternoon shift, consisting of 1100 employees, for Body-in-White, Paint, and Assembly with emphasis on maintaining manufacturing performance objectives. Continually informed plant manager on status of all activities and participated in the daily planning of production and quality directives.

SMART Manufacturing Coordinator, St. Louis, MO (2005-2006)

Utilized manufacturing and quality experience to lead the implementation of lean manufacturing tools for the assembly plant, while directly working with union leadership and corporate management. Focus efforts on creating team environment and actively engaging workforce in major manufacturing culture evolution.

Production Area Manager, Assembly, St. Louis, MO 2001-2005

Provided strong leadership to the manufacturing team through active involvement with production and maintenance supervisors. Worked with union stewards and human resource department to ensure that all business metrics were met while staying within boundaries of local and national labor agreements.

Production Supervisor, Paint, Belvidere, IL 2000-2001

Utilized prior engineering and quality experience to impact the paint manufacturing process; focusing on manpower and achieving quality performance and delivery targets in a cost effective manner.

Paint Materials Engineer, Materials Engineering, Auburn Hills, MI 1998-2000

Served as one of the pioneer team members of the initial group of materials engineers who were directly responsible for the quality assurance and performance for all production materials impacting the paint process.

BASF CORPORATION, Detroit, MI 1995–1998

Quality Controller I, Quality Assurance Group

Provided strong team support through quality assurance and color adjustments of manufactured automotive topcoats. Performed daily quality evaluations of topcoats, dispersions, and raw materials.

Education

TENNESSEE STATE UNIVERSITY, Nashville, TN

Bachelors of Science in Chemistry, 1994

UNIVERSITY OF MICHIGAN, Ann Arbor, MI

Greenbelt Certification

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