Manager Plant
Resume:
Dubuque, Iowa *2002
Gregory W. Schmidt *********@*****.***
DYNAMIC OPERATIONS MANAGER
Results producing leader with 15+ years experience in planning and leading operations in the manufacturing
industry. Maintain uncompromising focus on high quality standards and bottom line improvement. Skilled at
empowering employees to highlight individual aptitudes while collaborating as a unit. Reputation for strong work
ethic, high energy level, approachability, and consistent commitment to corporate success.
CORE KNOWLEDGE & SKILL AREAS
Coaching Total Predictive Maintenance Logistics
SAP Experience Team Building & Training Capital Projects
Thermal Processing Regulatory Compliance Cost Reduction
Turnaround Management P & L Accountability ISO 9001:2000
USDA & FDA Regulation Procedural Analysis Culture Development
Lean Manufacturing Practices Food Extrusion GMP Guidelines & Procedures
PROFESSIONAL EXPERIENCE
Consultant 2009- present
A private consultant concentrating on the development of manufacturing and operations strategies for companies
seeking improvement. Lead efforts to help companies increase their competitiveness by reducing throughput time,
reducing lead times, reducing costs, increasing capacity, increasing flexibility, reducing inventory, and increasing
quality through selection and implementation of the right manufacturing strategies.
ROUSSELOT, INC., Netherlands 2002 – 2008
A $250M manufacturer and distributor of gelatin to the pharmaceutical, food, and technical industries. Rousselot is
the world leader in gelatin production with 12 plants and 11 sales offices worldwide.
Plant Manager, Dubuque, Iowa
Led plant to become #1 worldwide with 10 management staff and 42 employees in a unionized 24-hour, seven-day
operation with a multi-million dollar budget while reporting to Rousselot’s U.S. president. Developed a culture
that focused on identifying waste and empowering employees to develop and implement solutions. Plant was used
as a business model for our customer and sister plants in safety, quality, productivity, and costs.
Key Accomplishments:
• Provided leadership and direction in overall performance of the management team, bringing the
#5 plant in the company up to the #1 plant in costs, quality, and safety worldwide.
• Increased blending and packaging capabilities by 150% through basic lean concepts.
• Performed leadership role on multiple cross-functional teams that identified and implemented
improvements in processes and organizational changes. Contribution to P&L was over $1M.
• Successfully managed a $4M annual capital budget with focus on cost reductions and capacity
increases.
• Initiated a master sanitation program to improve overall GMP’s and reduce potential micro-issues
with the process leading to successful FDA and customer audits.
• Implemented a maintenance software program to track maintenance costs, inventory, and
preventive maintenance that improved mechanic efficiency by 50% and reduced downtime.
• Led plant to become ISO 9001:2000 certified which resulted in a 25% reduction in product that
did not meet specification.
• Successfully reduced overall utility consumption by $750K through active monthly meetings
with our vendors and by participating in new innovative programs to identify and implement
ideas.
DELUXE VIDEO SERVICES, INC., Pleasant Prairie, Wisconsin 1999 – 2002
A $200M manufacturer and distributor of packaged videocassettes headquartered in Northbrook, Illinois.
Plant Manager – (2000 - 2002)
Promoted to lead change in raw materials, maintenance, quality assurance, returns, engineering, packaging,
distribution, and human resource functions. Directed a team of eight managers, 27 supervisors, and a total
workforce of 800 in a 24-hour, five-day a week operation in a 500,000 square foot facility with a budget of $25M.
Operations Manager – (1999 - 2000)
Recruited to lead production organization of 15 management team members and a workforce of 400 non-union
employees in a 250,000 square foot facility with a budget $10M.
Key Accomplishments:
• Provided leadership and direction to a company process improvement team, improving on-time
manufacturing from 65% to 99%.
• Initiated a productivity measurement system that tracked line efficiency for the returns
department. This reduced cycle time by 50% and saved $250K in labor costs.
• Pioneered a preventive maintenance program for packaging equipment that reduced unplanned
downtime by 15% and reduced maintenance part expenditures by $50K.
• Saved $700K by identifying and developing a $1.5M capital project that automated a
manufacturing process for a growth business requiring large amounts of labor.
ORVAL KENT FOOD COMPANY, Wheeling, Illinois 1997 – 1998
A $150M manufacturer and distributor of refrigerated salads, desserts, and fruit salads.
Operations Manager
Managed maintenance, raw materials, sanitation, processing, and packaging functions with a team of three
managers, nine supervisors, and a total workforce of 175. This was in a USDA and FDA regulated, 100,000
square-foot facility with a budget of $11M.
Key Accomplishments:
• Implemented a weight control program that trained operators in two weeks to chart performance
and make adjustments. This generated $380K in yield savings annually.
• Initiated a preventive maintenance program for mechanics that reduced equipment downtime by
25% and reduced part expedite charges.
THE QUAKER OATS COMPANY, Chicago, Illinois 1987 – 1997
A $4.5B manufacturer of packaged food and beverage products.
Production Manager, Shiremanstown, Pennsylvania – (1994 - 1997)
General Supervisor, Dallas, Texas – (1990 - 1994)
Supervisor, Dallas, Texas – (1987 - 1990)
EDUCATION
Bachelor of Business Administration, Production Management and Management Information Systems
University of Iowa, Iowa City, Iowa
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