Manager Customer Service
Resume:
STEVEN C. SWIFT
***** *********** **. ***. ***
Cincinnati, OH 45246
abhgsk@r.postjobfree.com
Operations Manufacturing Specialist
SUMMARY OF QUALIFICATIONS
Committed to excellence in leading continuous quality improvement
activities across the Supply Chain. Developing plans that help teams
collaborate as a focused unit to achieve aggressive business goals.
Effective driving technical and non-technical solutions from concept
through implementation, constantly managing the needs of the customer,
team, and the organization. Initiate and manage profit improvement
activities maximizing human talent, materials and technology resources.
Create an environment of partnering as foundation of change process.
Key Strengths:
Safety Management Budget Management Strategic Planning
New Process Development Culture Change Root Cause Analysis
Metric Development Regulatory Compliance Project Management
Performance Improvement Leadership Development Production Planning
Total Quality Management Work Simplification Customer Satisfaction
PROFESSIONAL EXPERIENCE
Consulting/Support
2009 - Present
Diamond Foods; McGraw Hill Companies & Advance Pierre Foods
Indianapolis, IN & Cincinnati, OH
While pursuing permanent employment, supported Diamond Foods as Shift
Manager for in shell nut season. Evaluator of state standardized tests for
McGraw Hill. Process Optimization Engineer at Advance Pierre Foods vetting
of data relative to development of specifications and process parameters
for use in new QMS system in a HACCP environment. Utilized JD Edwards and
Oracle based systems.
Process Improvement Manager / Production Manager
2003 - 2009
Nice Pak Products
Mooresville, IN
Managed processes and production for 24/7 manufacturer of HBA and
pharmaceutical products. Met or exceeded all KPI's in the areas of safety,
OEE (efficiency, quality and waste), customer service and culture change.
Facility is ISO 9001 and AIB certified. FDA regulated. Through attention to
detail and follow-up, reduced direct labor unit costs by 26% in 2008-2009.
Manage new product/process introductions and documentation. Led all shifts
with 99.5% average in first time through quality level for 4 straight
years. One of 3 managers to construct, train and implement SOP's, W.I. and
CAPA's for facility team.
. Liaised with Corporate Packaging and R&D on 104 new product or product re-
launches in one year. Provided formal feedback relative to cost and
capacity impacts to all internal customers. Organized line testing and
scheduled necessary resources. Ultimately responsible for developing
budgetary labor, OEE, yield factors and provide to Finance for budget and
margin impacts and Planning for scheduling needs.
. Simplified machine set up. Installed and performed training across $5mm
upgrade of automated, packaging equipment, saving $300K in direct labor.
Reduced change over time by 33% Developed standardized format for
programs for eight machines as well as a one tool changeover setup.
Trained employees including operators and maintenance staff on new
equipment. Created troubleshooting guide for floor use.
. Increased flexibility and reduced cleaning times utilizing 5S training
and tools. Sorted and standardized cleaning and changeover equipment.
Utilized specialty racks and shadow boards for tools and utensils.
Reduced clean times by 17%.
. Optimized multi-packing operation, engaged cross-functional hourly team
to reduce waste by 28%. Utilizing extensive data collection and
troubleshooting (utilizing Pareto charts and machine center lining)
objectively analyzed that material changes made at vendor for our product
upgrade for Wal-Mart negatively impacted machines'
Steven C. Swift, page 2
performance. Initiated formal material changes and team qualified new
supplier collaborating with Quality Management.
Operations Manager
Formica
Evendale, OH
Managed operations for paper & laminate manufacturer ensuring strict
adherence to budgetary guidelines for labor and materials. Increased
uptime on melamine treaters for facility working 24/7 shifts. Improved
scheduling in union facility that had previously been running well-below
capacity.
. Successfully implemented self-directed work team in unionized facility.
Reduced management overtime by 29%. Improved morale. Met all customer
orders. Developed two man teams to focus on given output measure each
weekend on paper treaters. Gave employees Nextel pager/phone to utilize
for problem resolution. Three supervisors and manager rotated "on call
weekends."
. Restructured load cell repair work from Maintenance to Production.
Introduced process control charts to reduce resin usage. Reduced usage by
25%. Utilized leadership tools by increasing operators' confidence and
self esteem. Challenged them to troubleshoot and repair devices instead
of waiting for maintenance.
Production Manager
Nice Pak Products
Mooresville, IN
. Collaborated with customer service director on a sku consolidation
program. Results included output per day increasing from 480k units to
570k units. Batch combinations went from 27 to 12. Generated spreadsheet
which looked at actual customer demand and trends for 2 years and posting
against actual production output based on run sizes. Customer Service
applied margin impacts to increase confidence during decision process
which was approved by executive staff.
. Reduced labor variations between shifts by over 90%. Standardized
staffing and speeds for direct labor tracking. Developed a direct labor
standards book which include Auto Cad drawing of each specific line
imported into excel spreadsheet indicating all key variables by product.
Manual also used for annual budget review and new product cost estimates.
Industrial Engineering, Manager
The Wornick Company
Cincinnati, OH
Challenged to implement cost improvement initiatives, support new product
introductions, develop new products based on customer need and provide for
capacity planning. Worked with management team in developing strategic
plan for organization. USDA regulated prepared foods manufacturer.
. Build and deliver with R & D new product rollout plan. Objective being
the transfer of sufficient process and quality parameters to all
operational associates. Provide training and SOP documentation to
operators and maintenance technicians. This included numerous products
for the Government D.O.D., private label shelf stable, refrigerated and
Kraft Foods.
. Achieved $68,000 reduction in MRE pouch defects by utilizing new material
and gaining government approval for use. Performed numerous studies
identifying causes of defects. Operational changes in handling did not
provide
Repeatable results. Enlisted purchasing director to investigate alternate
materials which proved to sustain the improved quality levels over 4
months of testing. Utilized cross-functional team to collect data.
Industrial Engineering Manager (Corporate & Plant) / Production Manager
Welch's
North East, PA
Was first Plant Industrial Engineer for largest facility for national
branded juice processor. Processed and packaged 27mm cases annually. Led
several large, cross-functional teams utilizing continuous improvement
tools in new product and equip rollout ($5mm - $7mm projects). As
Corporate I.E. Manager participated in corporate strategic planning, site
consolidation, joint ventures, and capacity planning. Accountable for
costing of new products and financial reviews and process improvement
activities. Developed and presented capital budget to corporate officers.
Steven C. Swift, page 3
. Was project leader for new plastic juice bottle unique to industry.
Surpassed budgetary output by 17%; reduced staffing by 20% with 0 missed
customer shipments. Project became corporate pilot for adaptation of TQM
and new SPC quality procedures as the means of problem resolution. Plant
became first in production and covered national distribution for over a
year with zero missed shipments. Developed cross-functional teams which
included key vendors of materials and equipment and corporate support.
. Steven C. Swift, page 3
. Recognized as first location to exceed $1M in cost savings initiatives.
Achieved top corporate award 4 consecutive years. Increased supervisor
participation, exceeding 90%, toward achieving cost improvement goals.
Personally worked with each supervisor and manager to establish and
achieve a cost saving measure in their areas.
EDUCATION
Bachelor of Science, Operations Management & Logistics
Bowling Green State University
Industrial Engineering Certification
General Motors Institute (Kettering University)
Other Certifications
Certified Value Engineer
TQM (Trainer)
SPC
Leadership Development (Trainer)
DDI HR Modules
Associated Training & Coursework
OEE
5S
Packaging Line Layouts for maximum Efficiency
Multiple Team Building courses
Financial Planning & Budgeting in Operations Management
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