Manager Project

PLANT MANAGER

Driving profitability through strategic process optimization,

production innovation and team empowerment

Accomplished Plant Manager with distinguished career as a change management

leader in production and manufacturing organizations. Driving force behind

the sustainable revitalization of operations of six, multi-million dollar

production operations, meeting all regulatory requirements and in minimal

time. Strategic visionary with proven ability to create results-driven

cultures of high performance, collaboration and customer service. Innate

ability to engage employees to meet organizational objectives and to

empower teams to devise original yet straightforward solutions to complex

production challenges. Excel at building productive relationships with

colleagues from the assembly floor to the C-suite. Uncompromising

commitment to safety. Will relocate.

Data-Driven Strategic Planning Safety Programs Expert

Production Operations Process Optimization Specialist

Budgeting & P&L

Objectives-Strategy-Culture Six Sigma Black Belt Expertise

Alignment

Lean Manufacturing Training Total Maintenance Management

Project Management "Gadget-Genius"

Professional Training Mechanical/Electrical Engineering

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Leadership Highlights & Other Milestones

< As Plant Manager, in just eight months, revitalized 980,000-square-

foot operations and warehousing organization by establishing a high

performance culture, increasing absolute yield, implementing

preventive maintenance programs, reducing the total cost of operations

and nearly eliminating turnover.

< As Plant General Manager, led the consolidation of two facilities

creating a "Super Plant" producing 47% of all closures manufactured by

Portola in the U.S. Increased profitability, reduced costs and

improved product on-time delivery rate.

< As Director of Operations in Mexico, in just nine months, completed

turn-around of a closure/bottle manufacturing organization

transforming it from slated to be closed to most profitable plant

within the global enterprise.

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Leadership History

Ball Corporation (Amcor), Delran, NJ, 2009-2010

Plant Manager

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Select Accomplishments

. 400% reduction in turnover.

. 400% improvement in safety total incident rate (TIR).

. 300% reductions in holding material for inspection.

. 300% reductions in waste.

. More than two fold reduction in customer complaints and drastic

reduction in cost of quality at the customer.

. Absolute yield increased considerably (from 74% to 82%).

Portola Packaging Inc., U.S. & International Locations, 2006-2009

General Manager [pic]

Accomplishments

. Through attrition, reduced workforce by 20 people while achieving better

results.

. Improved on-time product delivery from 83% to 99%.

. Reduced scrap from 5.7% to 3.2%.

. Reduced plant downtime from 17% to 8%.

. Reduced questionable material produced (MRB) from $47,000 to $5,000.

Director of Operations, Mexico

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Select Accomplishments

. Reduced turnover, especially of salaried employees, to near zero as a

result of establishing a healthy environment where cooperation and

performance were rewarded.

. Improved on-time delivery performance from 77% to greater than 99%

. Reduced average number of customer complaints per month from 31 to 3.

. Reduced scrap from 8% to 1.9%; 1% worth $25,000

. Nearly eliminated questionable production (MRB) from occupying 15% of

the total warehouse space (620 pallets reduced to three)

. Reduced machine downtime to 5% from 17%.

. Increased injection cavitations from 71% to 94% and cycle time from 91%

to 103%

Project Manager Group Leader

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ALCOA, Inc., Various U.S. Locations, 1999-2006

Corporate Project Manager Flexible Packaging

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Plant Superintendent - Bellwood Printing Plant

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Accomplishments:

. Developed and mentored leadership team to become more effective leaders-

managers.

. Improved employee safety, quality, productivity and job satisfaction

partnering effectively with two unions.

. Increased productivity, profitability and efficiency while reducing

number of hourly employees via attrition.

. Implemented Toyota Production System resulting in process stability,

better flow of material and information, less scrap, more uptime and

higher productivity.

. Drastically reduced safety recordables from 14 in 2003 to 1 in 2005.

. Reduced scrap from various machines averaging between 11-25%

Closure Systems Plant Engineering & Maintenance Manager

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Accomplishments:

. Improved safety record from 14 to 1 recordable.

. Increased output, reduced scrap, improved uptime, reduced customer

complaints through implementation of Toyota Production System (TPS) and

In-Control & Capable (IC&C).

. Manufacturing Production Improvement (MPI) up more than 3.5%

Senior Project Engineer - ALCOA Technical Center

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Department Manager/Program Manager, Stanley Aviation, Denver, CO, 1998-

1999

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Accomplishments:

. Directed engine project for Rolls Royce and Singapore Airlines, deliver

on schedule and on budget.

. Designed and patented device for Rolls Royce engines in Boeing 777s,

streamlining engine removal, installation and transport to one step.

Design Engineer, ALCOA Packaging Machinery, Denver, CO, 1994-1998

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Mechanical Design Engineer, Cobe/Gambro, Inc., Denver, CO, 1987-1994

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Academic Credentials

Master of Science, Leadership/Community Psychology, Martin University

Master of Engineering, R&D Management emphasis, University of Colorado

Bachelor of Engineering, Mechanical & Electrical emphasis, Colorado School

of Mines

Electro-Mechanical Apprenticeship Program, Hamburg,Germany

In just nine months, completed turn-around a closure/bottle manufacturing

organization transforming it from slated to be closed to most profitable

plant in Portola. Stabilized the processes, decreased costs, and empowered

the professional growth of staff. Responsible for P&L, manufacturing,

sales, human resources, customer service, field service, and finance.

Led the consolidation of two plants creating a "Super Plant"

producing 47% of all closures manufactured by Portola in the U.S.

In just eight months, revitalized 980,000-square-foot operations and

warehousing organization producing quality PET bottles. Stabilized

processes and reestablishing preventive maintenance programs.

Cultivated an environment of cross-functional high performance.

Supervised three project managers while delivering personal projects.

Established evaluation processes and team to prioritize projects within

specific stage-gate protocols. Administrator in charge of implementing new

project management, design and risk analysis tools.

Enabled consolidation of plants by implementing best practices of TBS

(Toyota Business System) and automation. Expanded opportunities for waste

reduction in plants throughout the enterprise.

Created a strong cross-functional rapport at all levels of manufacturing.

Studied team effectiveness and reorganized create synergy through

establishing clear goal and expectations, and deliverables. Responsible for

safety, quality and productivity of 325 employees in four departments and

two supporting departments.

Responsible for process engineers, plant R&D, and production maintenance

for two plants. Shared responsibilities with the operation/quality manager

for the performance of one plant; responsible for entire plant in absence

of peer. Reassigned process ownership (quality, process stability, scrap

reduction and reduced downtime) to manufacturing engineers focusing team

on innovative problem-solving efforts and correlation of effort to

specific improvements. Achieved process stability and reduced downtime

Directly responsible for upgrades and new product development while

managing multiple concurrent projects. Sole engineer in charge of

designing next-generation high-speed Compression Molding Machine to

compete with Italian counterpart. Productive relationships in cross-

functional teams.

Spearheaded project management, budget control, customer/vendor

relationships and staff management.

Led team of internal R&D engineers and outside vendors in design, redesign,

assembly and testing of prototype, precision, electromechanical can-body

making machine. Directed two major projects from design to final

production. Solved 30-year industry problem with design and implementation

of single tool.

Responsible for the complete product design, build and implementation of

fully-automated production line machines/mechanisms used in medical device

manufacturing. Designed three machines to create a complete production line

for the assembly of polycarbonate components for the "KeepSafe" medical

device.

"Behzad is a results-oriented manager who transforms the workplace

utilizing its people for driving toward high standards of cooperation and

accountability... A go-getter who won't lose sight of either business

results or the morale of his people."

~Chris Crosby, President West Coast, Crosby & Associates

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