Plant Manager Director
Resume:
James Casey
Brea, California *****
ad5oqg@r.postjobfree.com
Operations Executive
25+ years’ success leading strategic and tactical innovation as a customer- and quality-focused professional who conveys strategic vision and leadership to drive operational performance.
Adept at navigating diverse industries, energy, High Tech – Semiconductor, Solar, Medical Device, and Food and Beverage, combining financial and business planning with tactical effectiveness to optimize performance, achieving long and short-term gains, increasing revenue and profitability, through process improvements. Focused efforts and results in design, agile process, and launch of leading-edge business solutions, including lean concepts. Transformational leadership is rooted in supporting staff engagement, team concepts, and professional development opportunities. Innovative leadership through project management with ISO Certification for QMS, and further global recognition with BRC – GFSI, and cGMP Certifications.
Career Highlights/Skillsets
Strategic / Tactical Execution
Cost & Waste Reduction Leader
P&L Management/Cash Flow Optimization
Staffing & Development
Lean Manufacturing – Six Sigma Black Belt Champion – Continuous Improvement
Building World Class Organizations
Logistics/Warehouse Management
Statistical Process Controls
Agile Process / Transformation
New Product Introduction
Kaizen Training & Implementation
Multi-Site Management
Project Management
Building Remodeling/Refurbish
Greenfield Design/Build
Problem Solving/Prevention Expert
BLK International
Vice President of Production and Logistics - {Jan 2024 – March 2024)
Startup health drink company with 60 employees. Established inventory management system and qualified 2 new co-packers to support planned volume increases.
A round of major funding fell through and position was ended due to lack of funds.
Hearthside Food Solutions
Plant Manager – (Dec 2021 – Dec 2023)
Managing a workforce of 300 running 5 day 24/hr. operation including EH&S, Production, Engineering, Maintenance, HR, Facilities, Continuous Improvement, Supply Chain, Customer Service, Sales, and Logistics/Warehouse Operations
Implemented 22% reduction in scrap by improved root cause identification with preventative actions.
Reduced rework by 10% by improving PM methods on package sealing systems and implementing first article checks on set ups
Improved inventory accuracy and reduced write offs by 6% by implementing cycle count system daily.
Established weekly S&OP meeting with the largest customer to improve forecast accuracy and reduce unplanned overtime
WL Gore, Medical Device Manufacturing, Santa Clara CA.
Head of Manufacturing - (Dec. 2019 – Dec 2021) managing a workforce of 250 running a 5 day 24/hr. operation including production, manufacturing engineering, equipment maintenance, IT and facilities.
Focused on cost improvement by reducing overtime and improving efficiency with Lean methods of continuous improvement on metrics that matter most.
Implemented 100% PM completion program which improved equipment availability by 12%.
Introduced team concepts that engaged production, engineering and maintenance in RCCAs on unplanned downtime with continuous improvements in PMs designed to eliminate UPDT.
Implemented “Mistake Proofing” for production that reduced scrap and operator error by 50%
Set up and implemented plant wide scorecard for top 5 metrics for Safety, Quality, On Time Delivery, Cost, and performance to plan creating priority focus and improvement.
BioZone Labs, Pharmaceutical, SF East Bay & Ontario, California (3 Plants)
Engaged this smaller company as an executive-level manager of three production plants, with full P&L accountability for all business activities, employee development, facilitating turn around by utilizing the workforce of 200, supplying OTC drugs, and cosmetics nationwide.
COO/General Manager - (2017 to 2019)
Orchestrated the organization wide management while spearheading implementation of turnaround initiatives to drive profit gains. Tasked with developing a corrective growth strategy, addressing waste reduction and process alignment.
Achievement of a 70% reduction in overtime, reducing WIP, improving operational costs and eliminating barriers in performance, decreased cycle time from 21 to 10 days.
Significant improvements in workforce engagement and moral by utilizing Lean/Kaizen training and implementation, reduced turnover by 11%.
Implementation of Lean Manufacturing processes, reducing rework by 13% and waste by 9% .
Introduction of strategic and tactical action plans to increase revenues and leverage existing utilization to meet and surpass current industry standards.
Returned to profitability in 6 months.
Directed all business functions for the high-volume 350,000 sq. ft. plant, to optimize production to support systemic improvement, including production, employee engagement, and quality, cost reduction and customer service for quality and on time delivery. This included a large warehousing and distribution operation.
Company was sold.
Blommer Chocolate, Union City, California
PLANT MANAGER - (2012 to 2017)
Facilitated a turnaround of a nonperforming operation and effected positive change, focusing on personnel, product quality, and asset management to achieve both customer relationship development and profitability.
Led plant transformation eliminated deficits and achieved profitability by implementing cost effective automation using PLC driven robotics, automatic data collection and reporting systems.
Reduced waste and improved efficiency setting a record of performance for six successive quarters, 2015-2016 by applying Lean methodology of waste elimination and continuous improvement
Transformed operations, improving top-down management to support Lean Manufacturing process implementation, resulting in production improvement by 11% each year, improving quality, efficiency and rework rates significantly. Evolved to bottoms up engagement.
Facilitated and trained leadership, supported employee engagement with Kaizens, communication, and engagement resulting in only a 5% annual turnover. Converted operations to 24/7 schedule increasing capacity by 20%.
Achieved “A” rating and BRC certification, in first year, with BRC “AA” top ratings four consecutive years. Trained and certified all department heads as BRC auditors used internally.
Solexant Corp, San Jose, California – Solar Start Up
Developed robust manufacturing strategic plans including roadmap. Managed engineering and production for initial proto type qualifications, including builds, facilities and materials, and process selection to ensure lean and agile profitable film PV technology production.
VICE PRESIDENT OF MANUFACTURING - (2008 to 2011)
Directed strategic activities as a leader, ensuring equipment, process, and information sharing supported a pilot line production build to achieve solvency, sustainability and growth for initial module builds within 9 months.
Fast-tracked design and city approval and build of high-volume production line (100MW).
Recruited entire operations team and key personnel to implement road maps created to achieve executive team expectation and a key milestone in business development.
Additional Experience
Senior Director of Operations - (2006 to 2008) MiaSole, Santa Clara, California (Solar start up)
Director of Wafer Fab Operations – (1999 to 2006) Cypress Semiconductor, Bloomington Minnesota
Director (Consultant) – (2019) Nasoya Foods, Ayer MA (5 months)
Training & Credentials
University of Minnesota Carlson School of Management
o Advanced Leadership Certification
oMinnesota Management Institute Certification
Six Sigma Black Belt Champion trained and certified – Mosaic Consulting Mn.
Total Predicative Maintenance/Trained and Certified Instructor TPM/JIPM (Japanese Institute of Preventative Maintenance)
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