Manager Project

KEVIN J. MICCICHI

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

Oxford, NC 27565 *******@***.*** Cell: 919-***-****

PLANT MANAGER

Results-oriented manufacturing executive offering 20 years of experience

and expertise in plant start-ups, plant management, change management,

Profit & Loss management, business GAP analysis, and problem solving.

Accomplished in pushing manufacturing plants to new levels, delivering cost

savings, contributing to profit gains, improving productivity yields,

turning around manufacturing plants, and ensuring professionals receive a

high degree of training. Successful in eliminating costly waste,

strengthening employee relationships, meeting mission-critical deadlines,

and addressing the challenges of demanding manufacturing environments and

customer needs. Strong advocate of personal and employee professional

training. Demonstrated excellence in:

Plant Management and Operations Root Cause Analysis Team Building /

Business Gap Analysis Leadership

Start-ups and Turnarounds Six Sigma Principles Labor Union

Lean Manufacturing QS9000 Implementation Relationships

Profit & Loss Management Strategic Planning Bottom-Line

Training Facilitation Safety Management Improvements

Process Improvements Succession Planning Employee Relations

Organizational Leadership Project Management

Workflow Planning

Training and

Education

PERFORMANCE HIGHLIGHTS

. Took over leadership of the company's worst manufacturing plant

(injection molding facility) and achieved top ranking in two years. Led a

major plant reorganization effort, downsized 200 employees, exceeded

budget by $3 million, established employee training programs, and

executed numerous other changes. MaPP Pilkington.

. Facilitated a quick changeover training program which was successful in

achieving buy-in from staff and reducing changeover time by 60%.

Established TPM and 5S training programs. Pilkington

. Led a 5S and TPM training program completed by 40 employees. Training was

catalyst in dropping physical changeover times by 50%. TemperBent Glass

LP

. Instrumental in driving annual sales to $6 million. Catalyst in winning a

deal worth $3 million and capturing more business from existing

customers. TemperBent Glass LP

. Earned a Six Sigma Black Belt Degree, and leveraged Six Sigma principles

to make widespread changes across manufacturing plants.

CAREER HISTORY

ALCAN PACKAGING - Chase City,

VA

2007 to Jan. 2010

PLANT MANAGER

Chosen to lead packaging facility of 127 hourly employees to world

class status on a 24/7 basis. Key activities include Profit & Loss

management, cost savings, quality management, production and operations,

production and process improvements, quality control, Lean Manufacturing,

employee safety and more. Manage seven direct reports - Quality Manager,

Maintenance Manager, Production Manager, HR, Production Control, EHS

Manager and Set-up Supervisor; control a $1 million budget.

Improved productivity 10% of formed glass vials through continuous

improvement activities. Implementing and creating a Lean Culture.

Champion Green Belt Projects. Facilitate KAIZEN events which focus on 5S, TPM, OEE Communication/Information Flow and Problem Solving . No

recordable (AIRS) incidents within the last two years. Instrumental in

negotiating a new 3 year employee contract.

. In 2008, received four President's Awards over 28 other plants within

company - Most Improved Employee Involvement, Cleanest Facility, Best

Safety Performance and Most Improved Plant Overall.

TEMPERBENT GLASS, LP - Alsip, IL 2002 to 2007

GENERAL MANAGER

Challenged to initially lead a turnaround event in a union environment

and spearhead operations for a $10 million organization. Key activities

include Profit & Loss management, production and operations, production

and process improvements, revenue generation, cost savings, quality

control, Lean Manufacturing, employee safety, sales, and more. Manage

nine direct reports - Scheduler, Inside Sales/Engineering, Purchasing,

Tooling, Maintenance Professionals, Controller, Plant Engineer, and Vice

President of Sales; control a $2 million budget.

Drove yield improvements 4.2% by standardizing equipment setup processes,

establishing a preventative maintenance program, and creating changeover

checklists.

Contributed to a 38% sales increase; improved workforce safety which

triggered only two recordable OSHA incidents in the last three years;

championed a new employee-driven safety program and employee wellness

program.

Interacted with union officials and participated in union contract

negotiations.

AP TECHNOGLASS - Elizabethtown, KY 2001 to 2002

TEMPERING MANAGER

Member of management team that operated a 250-person fabrication plant on

a 24/7 basis. Charged with P&L management for all tempering activities,

training supervisors, improving uptimes and production yields, ensuring

on-time product delivery, creating cost savings, and overseeing product

quality and employee safety.

. Delivered 15% auto clave capacity increase as key contributor involved

in a Six Sigma Black Belt project.

. Facilitated Lean Manufacturing training programs eliminating waste,

improving housekeeping, and driving productivity.

PILKINGTON NORTH AMERICA - Niles, MI and Shelbyville, IN 1990 to 2001

PLANT MANAGER - 1998 to 2001

Promoted to lead a module and plastic injection products (MaPP) plant

that generated $35+ million in annual sales. Focused on manufacturing

operations, production, scheduling, problem resolution, quality, Lean

Manufacturing, staff hiring and training, quality control and assurance,

inventory management, regulatory compliance, revenue and profit

generation, cost saving strategies, process improvements, on-time

delivery, and other activities. Managed eight staff members - Controller,

Materials Manager, Engineering Manager, Quality Manager, Maintenance

Manager, and Production Managers.

. Received recognition as one of "Industry Week's" top 25 USA plants.

. Led a major plant reorganization event that downsized staff and saved

$4.5 million per year, drove efficiency improvements, and shifted

plant to a team-based culture.

. Surpassed budget by $3 million in 2001; embraced a leadership style

that empowered employees to make decisions and take ownership of their

jobs.

PRODUCTION MANAGER - 1996 to 1998

Selected to supervise 12 Shift Coordinators and oversee production

activities of glass side and back lights. Contributions included

downsizing 200 staff members which produced a $4.5 million annual

savings, establishing a training program to ensure all employees

completed 40 hours of annual training, and cutting costs by $500,000 per

year through 5S and TPM training.

. Boosted yield improvements 13%; elevated on-time delivery by 3%;

trimmed cost of quality 5+%.

PROJECT MANAGER - 1995 to 1996

Major activities included leading new product development and plant-to-

plant part transfers, adhering to QS9000 regulations for new part

development and transfers, and monitoring project milestones and

processes including trial runs at GM assembly plants. Provided

presentations to GM Quality Engineers. Led problem-solving meetings

related to new products, and acted as an Interim Production Manager for

Cut/Break/Grind (CBG) and Furnace areas.

PRODUCTION SUPERVISOR - 1990 to 1995

Highlights included serving on the Implementation Team to achieve QS9000

certification for CBG, leading a problem-solving group for Level 2

containment, and training staff members. Member of a plant start-up team;

led a Changeover Reduction Training Program; collaborated with

Scheduling, Maintenance, Engineering, and Quality Departments.

Production Supervisor - GUARDIAN AUTOMOTIVE GLASS / Production Supervisor

- RCA CORPORATION

EDUCATION / PROFESSIONAL TRAINING

Bachelor's degree, Business Administration ( Tiffin University, Tiffin, OH

- 1982

Certificate, Executive Management Program ( University of Notre Dame, Notre

Dame, IN - 2000

OSHA Compliance ( Six Sigma Training (Black Belt)

QS9000 ( Standardizing Work Processes ( Team Directed Work Force ( Safety

Seminars

Lean Manufacturing ( Train the Trainer ( Front Line Leadership ( PICOS

Union Free Training ( Outward Bound ( Targeted Selections ( TPM

Coaching for Excellence ( Quick Changeovers

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