Project Manager Supply Chain

John Walklet

**** *** **** **. . ****, NC *****

(919) 662 - 7709 Home . abhyc2@r.postjobfree.com

PROFESSIONAL EXPERIENCE

Nestle USA, Mt. Sterling, KY

July 2010 -

Present

TPM Manager

* Responsible for the implementation, management, and successful operation

of the Total Productive Maintenance process in the plant. The initial

roll out will involve the Autonomous Maintenance (AM), Planned

Maintenance (PM), Focused Improvement (FI) and Training and Learning

Pillars.

o Currently coordinating the development of the TPM preparation phase

plan by:

. Establishing KPIs at the plant, department, line and

associate levels that are balanced, acceptable, understood,

meaningful and measurable.

. Setting up shift handover, daily and weekly review meetings

that allow the effective communication, discussion and

escalation of issues.

. Implementing the tracking of KPIs and a resolution process to

resolve lagging performance.

. Coordinating the training of the management team and

associates in the areas of root cause analysis, problem

solving, goal alignment and meeting management.

Unilever HPC, Raeford, NC February 2003 - March 2010

Continuous Improvement and Reliability Manager

* Responsible for Overall Equipment Effectiveness (OEE), Autonomous

Maintenance (AM) and Effective Maintenance (EM) results for personal care

liquids packaging lines. The line's OEE results improved by 14 points

over a twelve month period. This was accomplished by:

o Developing an improvement plan using a 4M (Cedac) analysis which

led to the plant leadership team's commitment to its priorities,

KPIs and resource commitments.

o Leading, coaching and mentoring teams that identified, prioritized

and implemented 85 Focused Improvement (FI) and Continuous

Improvement (CI) projects.

o Working with the EM team to develop shutdown work plans that were

based upon the breakdown recurrence matrix and the correction of

critical Abnormality/Improvement Tags (F-Tags).

o Implementing a 3 x 3 loss identification and tracking methodology

which identified and prioritized losses while providing progress

feedback to the FI, CI and maintenance teams.

o Establishing a team Kaizen "toolbox" that included 5 Why problem

solving, 5W and 1H problem classifying and failure mode effects

analysis (FMEA).

o Moving the maintenance team from repairing only to problem solving

and correcting root causes. The maintenance team is now conducting

FI/CI projects and using the recurrence matrix and break down

analysis tables to improve equipment reliability. This effort has

help reduce the incidence of major breakdowns by 20%.

* Working with the AM and CI teams to reduce the number of items to

inspect, increase the inspection intervals and decrease the time to carry

out inspections. Actions taken to date have included moving lubrication

points from internal to external locations, reducing lubrication points

and improving inspection access.

Lead Systems Engineer - Category Supply Chain

* Responsible for Supply Chain implementation of strategic company

initiatives in key strategic product categories. Responsible for scale

up, equipment design and implementation of all product packaging related

innovation, margin and continuous improvement initiatives for the two

categories.

* Executed the design and implementation of a multi-million dollar capital

re-structuring of a personal care liquids manufacturing production plant.

Conducted extensive site capacity analysis upon which the capital cost

estimate was submitted and approved. Leader of the packaging engineering

project team that was responsible for equipment selection, equipment

specifications, equipment factory acceptance trials, installation,

commissioning and start up of two high speed packaging lines.

Lead Systems Engineer - Category Supply Chain (continued)

* Using TPM elements of Early Equipment Management (EEM) Early Product

Management (EPM) and Focus Improvement (FI):

o Incorporated EPM Design for Manufacturability into multiple

consumer packaging innovation design efforts to deliver vertical

start up, optimize line efficiency and minimize capital

expenditure. One workshop identified a package design modification

that resulted in 10% increase in capacity.

o Led EEM Maintenance Prevention (MP) workshops to guide selection of

automated, high speed packaging equipment such as case sealers &

bottle fillers. Workshop used 4M, FMEA and life cycle cost

analysis techniques to focus selection on improving reliability and

flexibility. One workshop identified twenty-two MPs for a single

piece of packaging equipment.

McCormick & Co., Inc., Hunt Valley, Maryland

Sept. 2002 to Jan. 2003

Senior Project Engineer

* Developed a multi-line end of line automation solution incorporating

automated case erection, packing, sealing and robotic palletizing to

deliver estimated operational savings of $420,000 per year.

* Conducted an evaluation of the vertical/form/fill/seal and open mouth bag

filling equipment and developed upgrade strategy to deliver potential

material and labor savings of $480,000 per year.

The Clorox Company, Oakland, California

Aug. 1982 to Aug. 2002

Project Manager, Clorox Products Manufacturing Co., Houston, TX

May 2001 to Aug. 2002

* Managed the planning, design, contract bid/negotiation/award,

construction and commissioning of a $15 million bottle supply project

that generated $5 million in annual operation savings. Project scope

included a new electrical substation and distribution network,

construction of offices and employee facilities, wind loading structural

upgrades and roof replacement. Overcame legacy building permit issues,

undocumented utilities and the late delivery of customer provided

equipment. Accountable for the structural and roof upgrade costs and

schedules that were managed by others.

Plant Engineering Manager, STP Products Company, Painesville, OH

Mar. 2000 to April 2001

* Implemented an integration strategy for production of Armor All auto care

products in STP production facilities. Execution required the

reconfiguration of packaging lines and new equipment installation

generating $350,000 in annual savings.

* Guided a five person maintenance team in the implementation of a

preventive maintenance program for five packaging lines. The program

reduced the occurrence of severe maintenance breakdowns by 25%.

* Responsible for the development and management of the plant capital and

maintenance expense budgets.

Project Manager, Clorox Products Co., Aberdeen, MD

Dec. 1999 to Feb. 2000

* In charge of a project team which included a process design engineer,

civil engineer and construction manager that delivered a $20 million

compounding automation project four weeks ahead of schedule, $0.3 million

under budget and with zero lost time accidents. Project team was

responsible for the planning, design, contract bid/award, construction

and commissioning. The project used new technology which required the

preparation and presentation of a HazOp and risk assessment to senior

management stakeholders.

Contract Packaging Manager, Kingsford Products Co., Oakland, CA

May 1997 to Nov. 1998

* Analyzed supply chain costs for four production sites and six

distribution centers. Developed a supply chain strategy that delivered

$235K in production and logistics savings.

* Responsible for Quality, Customer Service and Costs for six third party

manufacturing sites. Worked with sites to improve Quality, Customer

Service and Cost metrics by 10%, 5% and 8% respectively.

Procurement Manager, International Division, Oakland, CA

Mar. 1995 to Apr. 1997

* Responsible for providing raw and packaging materials, spare parts and

equipment to fifteen overseas manufacturing locations.

* Led a seven person team that reduced order processing lead time from five

to two days, increased order fulfillment accuracy from 91 to 99 per cent

and revamped order processing charges to reflect true costs.

* Worked with three critical vendors to lower their costs and lead time by

providing them with accurate forecasts and setting up less than container

load shipments and harmonized specifications and requirements.

Project Manager, International Division, Oakland, CA

Mar. 1990 to Apr. 1995

* Led Product Supply function in establishing a $6.9 million Joint Venture

production facility in the Philippines. Successfully overcame difficult

infrastructure issues to start up the facility on time and with in

budget. Successfully coordinated the site selection, design, hiring and

training with the local joint venture partner.

* Led supply chain function in evaluation and selection of manufacturing

locations in China and Thailand. Prepared the scope definition, led

preliminary engineering and developed capital estimate. Directed site

due diligence which included environmental and infrastructure studies.

* Directed a $3.0 million capital project to install a high speed packaging

line in Korea which delivered $500,000 in savings. Successfully combined

local and US engineering design and US equipment.

* Managed a multi functional multi country team that focused on improving

packaging line productivity in Malaysia, Puerto Rico, Poland and Saudi

Arabia. The team delivering operational savings of 20%.

* Developed alternate sourcing vendors for Clorox designed case packers and

fillers. The resulting partnerships reduced the machine build time and

costs by 25% and 10% respectively versus Clorox internal fabrication.

Innovation/Planning Manager, Household Products & International Div.,

Oakland, CA June 1985 to Feb. 1990

* Responsible for the deployment of scented bleach in the US. The customer

service level exceeded 98%.

* Acted as a liaison between process, packing, brand development teams and

manufacturing sites.

* Directed the team that developed the first international Clorox bleach

bottle design.

* Headed the product supply team that launched home cleaning products in

Saudi Arabia and Puerto Rico. These products increased annual sales in

those locations by $2.5 and $0.8 million per year.

* Guided implementation of promotional activities and new product

introductions supporting the Home Cleaning & Laundry Additives business

units.

Production Manager, Household Products Division, Kansas City, MO

Aug. 1982 to May 1985

* Improved plant performance ranking from 9th place to 3rd place by:

o Developing a plan to replace and rebuild packaging equipment.

Identifying deficiencies in packaging equipment performance through

the use of downtime analysis and benchmarking.

o Improved the capability of the mechanic resources by testing

knowledge, identifying gaps and applying training resources.

EDUCATION

MS, Management - Georgia Institute of Technology

BS, Civil Engineering - University of Cincinnati

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