STEVEN C. SWIFT

***** *********** **.

317-***-****

Cincinnati, OH 45246

abhpgf@r.postjobfree.com

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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