PROFESSIONAL SUMMARY

Manufacturing Engineering professional with a demonstrated track record working in diverse industries and businesses including perishable and non-perishable foods, pharmaceuticals, job shop and process manufacturing. A high performance leader with effective and articulate communication, training and relationship building skills.

NOTABLE ACCOMPLISHMENTS

Improved inventory turns 2.5 times by setting up systems and processes to align purchases to match production capacity and sales.

Eliminated the need for a new spare-parts warehouse through a facility-wide 5S initiative to remove all redundant spare-parts and tools.

Reduced delinquent rail car delays by 50% by developing a system to monitor rail car turnaround times.

Implemented new Business System integrating Inventory, Operations, Production and reporting across 55 locations.

Developed automated production line, doubling throughput rate.

AREAS OF EXPERTISE

Process Improvement

Continuous Improvement

Lead Time Reduction

Process Planning

Problem Solving

Employee Training

Staffing Planning

Budgeting

Supply Chain

PROFESSIONAL HISTORY

Meduri Farms Inc., Dallas, OR, September 2013 to January 2016

Process Engineer

Collaborated with Manufacturing, Quality Assurance, and Finance to analyze existing operations to identify process improvement opportunities:

oImprovements to current operations

oNew Automation

oEnergy usage

Reduced processing time by 24 hours and freeing capacity on two pieces of equipment by employing LEAN principles.

Led the design, development, installation and implementation of a new fully automated production line. The automation resulted in:

oDoubled throughput rate

oElimination of two forklift moves per cycle and three manual touch points.

oImproved process consistency

oReduced food safety risks.

Developed and formalized standard operating procedures in compliance with GMP (Good Manufacturing Practice) standards for the automated line and other processes.

Collaborated with Program Delivery Contractor of the Energy Trust of Oregon to implement energy saving programs.

Project managed the capital equipment installations and maintenance plant shut-downs.

Prepared and obtained approval for capital equipment purchases and installation.

Schnitzer Steel Industries Inc., Portland, OR, October 2000 to May 2013

Senior Analyst, February 2008 to May 2013

Served as Subject Matter Expert from Operations for the development and deployment of an enterprise wide Scrap Management System to support the management of inventory and its integration to the supply chain and delivery requirements.

Led team of managers from all regions that standardized part numbering consolidating from three systems to one, validating quality standards and specifications for each part number resulting in a 40% reduction of total part numbers.

Managed the integration of operating data such as customers, suppliers, purchase orders, from the three systems into the new system.

Documented existing processes in each region and developed and documented new enterprise wide standard processes.

Evaluated the new processes against the purchased software and worked with the software vendor to resolve shortcomings.

Established and documented the resulting standard operating procedures.

Coordinated the development of User Acceptance Tests and the User Acceptance Testing.

Trained end users in the use of the system and provided on-site go-live support.

Assistant General Manager – Portland Scrap Yard, July 2005 to February 2008

Responsible for developing and managing operating business plan for the facility.

Developed the Operating, Manpower and Capital forecasts and budgets for the production facility. Ensured departments were adequately staffed to meet business objectives.

Responsible for the Maintenance, Transport and Scale departments and personnel hiring and discipline.

Member of the team negotiating Union contracts.

Established standard operating processes to review the inventory flow across departmental boundaries with purchasing, manufacturing and sales.

Improved scrap collection service by setting collection standards, coaching and empowering the dispatcher to make decisions. Dealt with scrap suppliers to resolve collection problems.

Developed performance measures (SMART goals) in alignment with corporate strategic objectives for the facility managers, monitored performance against the measures and provided guidance for corrective actions as necessary.

Coordinated production plans with the production department, purchasing, maintenance and sales.

Trained operations supervisors and managers in the concepts and use of waste reduction using LEAN principles.

Eliminated the need for a new spare-parts warehouse through implementing a facility-wide initiative to remove all redundant spare-parts and tools.

Eliminated the need for a new spare-parts warehouse through implementing a facility-wide LEAN initiative to remove all redundant spare-parts and tools.

Improved inventory turns 2.5 times by setting up systems and processes to align purchases to match production capacity and sales.

Conducted Safety audits and root cause analyses of safety and environmental incidents.

Manager of Operations Accounting, October 2000 to July 2005

Supported the Management Accounting for all scrap facilities by serving as an interface between the Operations Management and the Accounting department.

Developed the Corporate Operations Plan by integrating the inventory, production and sales operations across all facilities. Incorporated labor hours and costs, production costs, purchase volumes and cost, maintenance costs and sales delivery dates.

Facilitated facility management’s improved decision making through analysis of financial reports, actual to forecast variances and proposed capital expenditure.

Analyzed consolidated operations to make most efficient use of distributed machines and equipment.

Improved the integrity of the corporate financial projections by training and assisting the facility managers prepare their monthly operating projections.

Developed and tested MS Office based models for Operations Mangers to address their business modeling requirements.

Trained and supported facility management in the use of the new corporate wide EVA (Economic Value Added) capital justification model for capital budgeting.

Cascade Steel Rolling Mills, McMinnville, OR, September 1997 to September 2000

Production Scheduling Manager

Developed the Production Scheduling methodology for the Rolling Mills.

Coordinated the production plans to meet customer delivery dates while optimizing the use of the equipment, tools and manpower.

Identified the need for, and developed a system to track rail cars to reduce rail car delays, reducing rail car delays of greater than 30 days by 50% by developing a system to monitor rail car turnaround times.

EDUCATION & CERTIFICATIONS

Master of Science in Engineering: Industrial Engineering

Bachelor of Science in Engineering: Mechanical Engineering

CPIM – APICS, December

PROFESSIONAL AFFILIATIONS

Institute of Industrial and Systems Engineers

APICS

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