Manager Customer Service
Resume:
STEVEN C. SWIFT
Cincinnati, OH 45246
********@*****.***
Process Improvement Engineering Manager
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
2009-2011
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 Improvement Engineer @ Advance Pierre Foods working on
QMS data input in a HACCP facility.
Process Improvement Manager / Production Manager
2003-2009
Nice Pak Products
Mooresville, IN
Managed processes and production for 24/7 manufacturer of wet wipes 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.
. Initiated written performance evaluation for hourly team leaders. 2%
quality improvement seen. Objective being to teach associates importance
of leadership skills, conflict resolution etc., in guiding culture
change. Conducted monthly performance review meeting with team leaders.
Purpose was to give and receive feedback towards goals. Did 20 minute
role-plays from team leader experiences in behaviors (encountered on the
floor), presenting alternatives and praise.
. 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%.
. Performed Root Cause Analysis and reduced machine failures from 15 in
2006 to just 5 during the period of 2007-2009, saving $110K in parts
replacement. (As Maintenance Manager) Had technicians' document machine
stops throughout each shift. Analyzed information (including mean time
between failures and mean time to repair) and reduced repeat causes by
over 80%. Documentation led to redesign of motor / gearbox by OEM.
Steven C. Swift, page 2
. Developed and implemented customer service/labor demand matrix. Worked
with production planning on developing a matrix. It combined weekly
service priorities by line along with staffing needs. Generated reduced
labor costs of $6000 per month. Improved schedule attainment and
adherence by 5% and 3% respectively.
. 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' performance. Initiated
formal material changes and team qualified new supplier collaborating
with Quality Management.
Operations Manager
2002-2003
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
2000-2002
Nice Pak Products
Mooresville, IN
. Reduced quality defects by 10% and improved schedule attainment by 20%.
Led problem solving and communication portion of company leadership
training program for all management and team leaders. Worked off-site
with consultants on material specific to company which was presented in
training program.
Industrial Engineering, Manager
1997-2000
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.
. Resolved underlying material handling cause for stagnant output. Solution
increased output from 192,000 units to 240,000 units per shift. Analyzed
all phases of production and packaging. Determined that a shortage of
material handling racks existed, causing bottleneck of product. $70,000
expense was approved for new racks.
. 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
Steven C. Swift, page 3
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.
. 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.
. 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 / 5S
SPC
Leadership Development
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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