SEAN D. HUNT Page *

SEAN D. HUNT

*** ********* ***** ****, ** 17402 717-***-**** abmcyj@r.postjobfree.com

MANUFACTURING LEADER

Strategic manufacturing leader possessing over 16 years of multi faced operational experience and a proven

record of success combining financial and long term planning with tactical execution to achieve continuous

improvement in performance, revenues and profitability. Expertise in key functions such as scheduling, EH&S,

documenting best practices, materials management, maintenance and engineering that ensure achievement of

production output, quality and cost targets as well as capacity planning and inventory accuracy. Proactive,

hands on leadership philosophy and approach that promotes employee participation in creative problem solving to

contribute to organizational success. Known as a process and results oriented individual with strong team

building and problem solving abilities.

Key Leadership Skills

MRP (Management Resource Planning Plant/Operations Management Cost Reduction & Profit Improvement

Supply Chain/Distribution Management Problem Solving & Change Team Building, Coaching & Mentoring

Management

Lean Manufacturing Process Reengineering Capital Improvement Projects

PROFESSIONAL EXPERIENCE

Director of Manufacturing/Senior Director Supply Chain Management 2005 to

Present

Medifast, Inc., Owings Mills, MD (Food Manufacturing NYSE: MED)

• Consistently managed the plan, flow down, execution and maintenance of production schedules aligned

with company sales and operations strategy to achieve operational and revenue targets.

• Directed all aspects of the supply chain function including but not limited to manufacturing, maintenance,

facilities, forecasting, raw material procurement, inventory control at multiple locations, quality control

and assurance, costing, warehousing and shipping, third party manufacturers, third party outsourcing and

vendor selection.

Managed maintenance and sanitation departments supporting 6 packaging lines, 3 blenders and 3

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facilities; grew departments from 4 employees to 27 employees implementing strong spare parts and

preventive/predictive maintenance and sanitation programs that ensured ownership and accountability at

all levels.

Defined clear, measurable and achievable objectives for each department; facilitated a culture

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change for all 5 departments to enhance organizational effectiveness, efficiency and accountability and

empowered Management team to embrace and promote organizational transition and manage change

through company growth from $34 million to a current pace of $240+ million over 5 years.

Developed, tracked, analyzed and reported process metrics to measure, monitor and manage risks

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and opportunities within the manufacturing environment. Results included 38% increase in

manufacturing output by reducing changeover time, improving operating efficiencies and implementing

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appropriate training of the manufacturing and maintenance staff. Additional results included a 2.3%

decrease in scrap.

Championed continuous improvement, identifying new opportunities and presenting targeted

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recommendations with regard to equipment, software and new endeavors that increased productivity, met

or exceed company growth pattern for achieving corporate objectives and maximized cost savings.

Managed capacity improvement projects totaling $5 million including facility expansion, new

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equipment, green initiatives and software upgrades.

Best Practice Process Documentation Specialist (Contract Position) 2004 to 2005

Hershey Foods Corporation, Hershey Technical Center, Hershey, PA

Key member of the “Manufacturing Systems Optimization” group which supported Hershey

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manufacturing facilities in areas of lean manufacturing, plant maintenance, and installation of new

equipment.

Led on site evaluations of manufacturing sites to observe operational processes, identify

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deficiencies and training needs and generated detailed best practice documentation related to process

realignment and continuous improvement.

Collaborated with operators, maintenance personnel, and equipment suppliers to document

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technical “Hands On” procedures for training of new and existing employees on various packaging

equipment.

Served as Subject Matter Expert to in house trainers to create effective training material and

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presented on specific topics.

Process/Product Engineer 2002 to 2004

Andrew Corporation, Glen Rock, PA (New Product Introduction)

Lead Manufacturing/Product Engineer for design, development & manufacturing of RF power

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amplifiers, charged with coordination of design team functions & customer communication.

Spearheaded new product start up at various Contract Manufacturers by providing quality

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processes, work instructions and training in accordance with IPC as well as assembly and test equipment

layout.

Member of a select 4 person team assembled to incorporate “Design for Manufacturability”

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(DFM) into new and existing circuit boards and eliminate variability among multiple contract

manufacturers.

Process Engineer 2000 to 2002

FCI Electronics, Etters, PA

• Led department in the introduction of new Corporate Management Resource Planning (Demand

Flow) program; deliverables included transition and accuracy of all part numbers and training of 30

hourly and salary personnel using Management Resource Planning training and prior experiences.

• Increased department capacity 42% by modifying equipment and developing tooling required to

handle multiple size BGA connectors and reducing product changeover time by 1/3.

• Qualified new connector variations on automated inspection, laser and packaging equipment by

collating data. Utilized SPC and plan of action to justify to a Change Control Board.

Technical Writer to Engineer/Department Supervisor 1994 to 1999

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AMP INCORPORATED, North Carolina and Pennsylvania

• Excelled in a fast paced career progression characterized by three promotions and a geographic location

transfer.

• Critical member of a team relocated to North Carolina to set up and establish a Wire and Cable Division.

Served as key participant in “Global Business Leadership Development Program.”

• Leader for initial start up of a $12 million blending and extrusion operation for internal supply of

lead free PVC, including the establishment of 1 of 2 company Certified testing labs.

• Directed day to day operations of a batch compounding, extrusion and pelletizing operation that

entailed production, safety, quality, inventory management, and employee relations.

• Improved monthly output by 36%, resulting in more than $500,000 annual savings through Value

Added Management (VAM) principals including implementation of effective preventive maintenance

procedures, a proactive approach to problem prevention and promoting employee involvement.

• Demonstrated proficiency in managing all manufacturing engineering tasks including process

monitoring and improvement, SPC data collection, new product introduction, and documentation required

to meet ISO 9000.

EDUCATION

Bachelor of Science, Ceramic Science and Engineering – 1992

The Pennsylvania State University, University Park, PA

ADDITIONAL TRAINING

• AIB Food Safety/Sanitation Workshop • Computer Simulation of Die Design

• cGMP Regulations (21 CFR Part 11, 210 211) • Engineering Statistics

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MRP II for Managers Value Added Manufacturing Leadership

• Various Packaging, Operations, Quality, • Design for the Environment (Train the Trainer)

Warehousing, MRP and Safety Seminars • Internal Quality Auditing (ISO 9001)

• Advanced Extrusion

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