Manager Plant
Resume:
Raymond E. Halvatgis
Muscatine, Iowa 52761
563-***-**** (cell)
OBJECTIVE____________________________________________________________
Management, quality control, accounting, computer-related opportunity
or other career challenges.
SUMMARY_____________________________________________________________
An experienced manufacturing facility manager possessing proven
expertise in the areas of quality control, production management and
cost reduction. Have personally overseen successful consolidation
activities, as well as area restructuring and turnaround initiatives.
In addition, have implemented and coordinated programs for improving
quality, safety and environmental awareness.
Possess outstanding leadership abilities enabling me to organize large
projects, allocate responsibilities effectively and motivate employees
to exceed expectations. As a flexible professional, I am able to adapt
quickly to new challenges and transition smoothly between projects and
areas of responsibility. Have excellent interpersonal skills allowing
me to function well in team environments. Goal-oriented manager who
assumes personal responsibility for company's ultimate success.
Experience______________________________________________________________
Pretium Packagimg Co. - Muscatine, IA
Plant Manager - 2006-2008
Established plant teamwork and standardized procedures to improve
operating
efficiency by 8%, reduce waste by 74%, improve quality by 53%, and
reduce
safety accidents by 60% resulting in an overall increase in
profitability of 271%.
Monroe Packaging Company- Monroe, LA
Plant Manager- 2004-2005
Instituted standard operating procedures, improved inventory,
maintenance, and hiring procedures at this honeycomb manufacturer to
improve throughput by 30% and increase profitability by 200%.
Bemis Company- Crossett, Arkansas
Multi-Wall Bag Division
Plant Manager- 1998-2000
Coordinated the consolidation of the multi-wall bag business,
following the closure of two plants. Oversaw the installation of a new
$10,000,000 operating line involving a 23% expansion of the work force
and the development of the management staff, of whom 48% were new to
their positions. Additionally, achieved a 41% reduction in overtime
labor costs, a 15% improvement in machine productivity, a 9% reduction
in waste levels, and the lowest manufacturing costs in the division.
Leadership of the Consolidation Effort: Led the consolidation of
business and equipment from two closed plants into the Crossett
facility. Working with the individual department leaders,
established production/waste goals within each department. As a
result, improved overall output and capacity following the
consolidation.
Creation of an Order Tracking System: When the company installed
a new, $10,000,000 manufacturing line, established an order
tracking system capable of tracking shipments versus commitment
dates. Also, developed plans which reduced production costs and
improved profitability.
Equipment Implementation and Support: Previously, several pieces
of printing equipment from the closed plants were transferred to
the Crossett facility. Installed and oversaw the start up of the
transferred equipment, thus increasing capacity. Promoted a new
graphics supervisor charged with eliminating the graphics
backlog.
Reorganization of the Plant: Formerly, the plant had changed
leadership frequently, resulting in general disorganization and
an inability to satisfy customer orders or achieve consistent
profitability. Established stability within the departments, and
developed a plan for identifying priorities and tracking problem
areas. Worked individually with each department in order to
implement the plan. Ultimately, performance and results improved
in all departments.
INTERNATIONAL PAPER COMPANY- 1988-1998
IP LIQUID PACKAGING- Turlock, California / Bastrop, Louisiana
Plant Manager, 8 Years
In Turlock, California oversaw a plant (with over $70,000,000 in
annual sales) which was recognized as the largest producer of gabletop
milk/juice cartons in the world. Instituted work systems which reduced
costs by 6%, and improved waste levels and throughput by 8% and 5%,
respectively. Achieved a 30% return-on-investment, the best percentage
among all international paper converting facilities.
In Bastrop, Louisiana, managed a plant (with $40,000,000 in annual
sales) which devoted 40% of its volume to export production for Latin
and South America. Personally led efforts to enhance customer service,
product quality, and waste levels, improving the return-on-investment
to 24%.
Restoration of Plant Functionality: Formerly, the Turlock plant
operations were deteriorating, falling to 19% return-on-
investment. Focused the plant leadership, utilizing a Malcolm
Baldrige team building exercise to identify opportunities and
priorities and transform the plant into a world-class operation.
Worked with the quality manager to implement a new quality
management system capable of objectively measuring quality
results.
Established machine goals and developed a tracking system which
reported results throughout the plant. Held monthly results
review meetings in which areas for action and further
improvement were identified and discussed. Following these
efforts, throughput and waste results both improved and plant
profitability soared. Ultimately, the plant was able to exceed
30% return-on-investment.
Plant Performance Improvements: The Bastrop plant was formerly
experiencing performance problems, due to a history of
inflexible management and inconsistent direction. Utilized the
Malcolm Baldrige Quality Assessment to focus department leaders
on a common vision of continuous improvement. Established weekly
lead-team meetings in which priorities and direction were
defined. Held weekly individual meetings with department heads,
providing training in goal/plan establishment.
Identified and provided training opportunities for all
supervisors. Created key results factors for the plant, and
reviewed results on a monthly basis. Conducted quarterly
business review meetings with all employees in which progress
was recognized and priorities were emphasized. These efforts led
to an overall improvement in employee satisfaction and a strong
focus on specific business results and profitability
improvements. Ultimately, the plant return-on-investment
improved to 24%.
Improvement of Safety and Environmental Procedures: Established
a full-time environment and safety management position and
implemented a plant-wide focus on improving results in these two
areas. As the plant made significant progress in these areas,
received several corporate and state environmental and safety
awards.
Profitability Enhancements: Developed an overall plan to keep
the plant in a profitability leadership position through
improved automation, enhanced flexibility, and reduced costs.
Provided justification for a new converting line and an
automated palletization system. Realized $1,500,000 in capital
expense savings, in addition to $200,000 in annual savings
through the purchase of a used platemaking press.
Quality Improvement Process Facilitator, 1989
Provided guidance for the implementation of a total quality management
process at 12 carton plants worldwide. Led the division management
team in a total quality assessment used to establish a vision
statement and five-year strategy. Provided training for employees at
all 12 locations. Established a "Quality Olympics" program for
recognizing accomplishments by plant quality teams. Finally, served as
a member of the corporate quality training team, conducting quality
training for newly hired managers.
IP LIQUID PACKAGING - Kansas City, Kansas
Production Superintendent, 1988
Instituted production processes and standards, improving production by
7% and reducing wastes by 5%.
PROCTER & Gamble Company- Mehoopany, Pennsylvania
Team Manager, Production Planner and Industrial Engineer, 1977-1987
Prepared and managed an $80,000,000 annual production budget.
Identified cost reduction projects, automated the plant production
planning process, and developed job descriptions and operating
procedures.
UNITED STATES ARMY
Captain, Five Years - 1971-1976
Served as an executive officer, battalion supply officer, platoon
leader and tactical officer.
EDUCATION___________________________________________________________
The UNIVERSITY OF SCRANTON- Scranton, Pennsylvania
MBA, 1980
Management
THE UNITED STATES MILITARY ACADEMY - West Point, New York
BS, 1971
Engineering
ADDITIONAL TRAINING________________________________________________
W.E. Deming Quality Seminar; Lean Manufacturing; Malcolm Baldrige
Requirements; USDA, FDA, and AIB Standards; Statistical Process
Control; GMP Requirements; Flexographic Printing (4-8 Color); Rotary
Die-cutting; Kepner-Tregoe Problem Solving; Budgeting and Cost
Accounting; Project Management; and Labor Negotiation.
Contact this candidate