Manager Engineer

Tony Varriano C.E.T.

*** ***** ******, **********, *******, L4L 1J3

Home 905-***-****, Cell 416-***-****

ab2vw3@r.postjobfree.com

PLANT MANAGER

Extensive experience in; Manufacturing and Packaging, Lean 6 Sigma, Continuous Process

Improvements, Cost Reductions, Engineering and Capital Project Management,

with a strong focus on practical results and deliverables.

•

• • •

Establishing a vision of excellence Formulating the strategy Developing the requisite culture

•

• • •

Operational discipline and rigor Managing performance Institutionalizing improvement

Highlights of Qualifications

• Over 15 years of experience in manufacturing, production, operations and general

business management.

• CET, Lean Six Sigma Green Belt, Bachelor of Management Degree (in progress)

• Skilled in production, technical & administrative management; delivery of production

performance improvements

• Extensive experience in analyzing production schedules, identifying and improving

labour and shifts requirements, directing labour productivity and efficiency, and

maximizing manufacturing production output

• Outstanding work planning and prioritizing skills with strong focus on practical results

and deliverables

• Strong ability to obtain, analyze and process quantitative data and information

• Organize labour resources, materials, equipments ensuring minimum production loss &

meet production schedules

• Strong leader, innovative thinker with exceptional interpersonal, decision making and

problem solving skills

• Supervise, support, train and develop labour skills and capabilities; motivate associates,

build and maintain positive relationships between production teams and management;

maximize and meet increased performance expectations

• Strong written and verbal communication skills; generate schedules, reports and

conduct business presentations

• Proficient in Windows OS, MS Word, Access, Excel, PowerPoint, and Outlook

Key Contributions

• Increased plants processing and packaging operation throughput by 5.8%, producing

an annual EBIT contribution of $2.8 million.

• Achieved most improved plant productivity award 2 quarters in a row. Increased

productivity by 3.4% over previous year, through a process of continuous improvement,

line employee involvement in the day-to-day quality and productivity decision-making

process.

• Reduced LTA by 30% and recordable accidents by 50% by making the health and

safety of our employees my first priority, expecting thorough accident investigations,

immediate corrective actions and encouraging supervisors build relationships offer

modified work arrangements. Produced NEER rebates in excess of $100K.

• Improved cost of quality through a process of continuous improvement, making a

$168K contribution to annual EBIT, through better customer relations, reorganization

of labour, revised operating procedures, training, and follow up.

• Developed a detailed production plan to maximize plant throughput from a sales

forecast in excess of 1000 SKU’s, 350 complex changeovers on 7 production lines.

• Improved changeover times by 10% resulting in $250K contribution to annual EBIT by

creating and scheduling a product family to each of 7 lines.

• Achieved uptime in excess of 99.5% on a 24/7 glass container manufacturing and

packaging operation. Engaging three maintenance groups through a process of

continuous improvement and engagement of the facilities Maintenance manager, three

first line supervisors and in excess of 40 skilled tradesmen. This process began with the

implementation of a Five S program and communication through the Visual factory

board of our KPI’s against our daily performance.

• Reduced a chronic overtime problem by 30%, reduced absenteeism by 1% and

overtime by $125K by careful analysis of shift patterns and staffing levels and then

reorganizing so that staffing decisions could be made by first line supervisors.

• Conducted a detailed analysis into a longstanding overspending problem with Materials

& Expenses budget. Reorganized authority levels, purchasing limits and documentation

feedback which saved $1/2 million per year.

• Transformed a reactive work environment into a pro-active one by creating a learning

environment driven by employee engagement.

• Led a team of 42 salaried staff, 130 to 450 employees in both unionized and non-union

environments, successfully negotiated a collective agreement with USW’s and three with

the CAW’s one of which was a closing agreement.

• Managed domestic and international projects, $50K to $8.75 million from process

control systems to the installation of 2 completely new production lines.

• Managed an ISO 9000 certified plant (Bureau Veritas), achieved superior ratings on

GMP audits by AIB, Anheuser-Busch and GFTC.

Employment History

CKF Inc. 2012 -2013

Engineering Manager 2012-2013

• Responsible for budget preparation, planning and scheduling of all capital and maintenance activities

in the plant, as well as the preparation and implementation of all Capital requests. Directly supervised

all Plant Engineering and Maintenance salaried staff and through them all hourly maintenance

employees.

Owens Illinois Formerly Consumers Glass 2001 –

2012

Transition Manager 2010 – 2012

• After the close of the Toronto plan, I was responsible for the organization, coordination, transfer and

integration of 135 production SKU’s, the associated production equipment as well as 15 salaried

positions and 76 hourly positions to a larger capacity Plant.

Plant Manager 2005 – 2010

• Accountable for all aspects of the manufacturing operation. Ensuring the efficient long term operation

of the facility through planning and monitoring of performance measures. Responsible for

improvement throughout the organization utilizing LSS principles. Led focus on continuous plant

improvement to meet manufacturing objectives with emphasis on customer quality and customer

service.

Plant Superintendant 2001 – 2005 (Formally Operations Manager with CG, OI acquisition)

• Responsible for providing the highest level of in-plant technical service in the areas of

Forming/packaging processes, Job Change, Mold Repair, Batch & Furnace, Forehearths and NPD with

the purpose of ensuring glass containers are produced and packaged in line with Owens Illinois

customer requirements and within profit plan and budget expectations.

Consumers Glass 1978 –

2001

Operations Manager 1999 – 2001

• Responsible for providing the highest level of in-plant technical service in the areas of

Forming/packaging processes, Job Change, Mold Repair, Batch & Furnace, Forehearths and NPD with

the purpose of ensuring glass containers are produced and packaged in line with Owens Illinois

customer requirements and within profit plan and budget expectations.

Technical Director 1997 - 1999

• International Green Field Plant, Responsible and accountable for developing and managing the

maintenance of plant’s production equipment, furnace, electrical systems, building and grounds,

Capital & Expense budgets and the management of Contractor activities. Ensured that the plant was in

compliance with EU Standards for environmental and safety regulations.

Leader, Process Engineering 1994 – 1997

• Manage a team of 4 process engineers, coordinating and supervising in addition to primary duties as a

process engineer.

Process Engineer 1991 - 1994

• Applying electrical & mechanical skills to troubleshoot, update, modify and repair existing machines

and systems in the process with duties of coordinating and supervising process technicians in addition

to primary duties as a process engineer.

Controls Technologist /Project Engineer 1984 – 1991

• Design and develop drawings and specification packages for domestic and international glass

manufacturing facilities and provide installation, start-up and troubleshooting assistance.

Leadership and Management Training

• Transformational leadership program, (Queens’ University)

• Green Belt, Lean 6 Sigma (George Group)

• Finance and Accounting for the nonfinancial manager, (University of Toledo)

• Management Development program, (Consumers Glass)

• Supervisory Development program, (Consumers Glass)

• Statistical Process Control, (Consumers Glass)

• Internal Quality System Management, (Owens Illinois)

• Pathways to Leadership, (Owens Illinois)

• Compete to Win - Leadership Program, (Gilmore & Associates Learning Systems Inc.)

• Flawless Consulting, (Designed Learning Inc.)

• 7 Habits, Speed of Trust, 4 Roles of Leadership, 4 Roles of Responsibility (Franklin Covey)

• Certified member of JOCSC, (Resource Environmental Associates)

• WHMIS, (Consumers Glass)

Education and Professional Training

• Bachelors of Management Athabasca University, in progress

• Computer Engineering Technology Sheridan College Brampton

• Electronic Engineering Technician Sheridan College Brampton

• Ontario, Certified Industrial Electrician 442A Humber College Etobicoke

• QNX, Multi tasking, Multi user OS Data Kinetics Ottawa

• Servo Drive system applications Emerson Controls, Coventry RI

• GE Fanuc CNC Control Systems Arlington Heights IL

• Jones and Lamson NC Control Systems Jones and Lamson, Springfield VT

Contact this candidate