Manager Management
Resume:
RUDOLPH V. QUICK
Columbia, MO. 65203
E-mail: *********@*******.***
PROFESSIONAL SUMMARY:
An innovative professional manager with 13 years experience with demonstrated expertise in manufacturing
management, project management, product development, technical communications, information systems, and
engineering systems. I am a creative and intuitive team player, an effective communicator, capable of explaining
complex concepts and ideas to non-technical individuals. I am also highly effective at taking products from concept to
marketplace within established cost and time parameters.
P and L Responsibilities
Quality Management
Contract Negotiations
Financial Analysis
Employee Training and Team Building
Project Management
Tactical and Strategic Planning
Problem Solving
EDUCATION: Western Illinois University, Macomb, Il.
Bachelor of Science Degree in Manufacturing Engineering Technology and Business Management
(SPC, Robotics, Computer Systems, Facility Design and Layout, and Electronics)
Business Management (Total Quality Management, Operations Management, and Process Management)
Black Hawk College, Moline Il.
Associate of Science Degree in Technical Communications and Certified Computer Technician
EMPLOYMENT HISTORY:
2005 to Frito Lay – Quaker Oats (Convenience Foods – Rice Cakes & Quakes)
Present Operation’s Manager (Columbia, Mo.)
I am a proven change agent that looks beyond the status quo to identify and capitalize on new profit building
opportunities. I am also a dynamic personable manager that is results oriented with an insatiable drive to motivate
employees to exceed growth objectives; consistently meet daily, monthly, and quarterly manufacturing goals. I am
currently responsible for managing and directing all manufacturing activities on the Quakes and Large Rice Cakes
Lines across three shifts of operation. (140 Million Dollar Operation)
Responsible for 11 Managers and 230 hourly.
Responsible for developing plant strategy and tactics (Operating Plan, Business Planning Process, Waste
Reduction, Quality Task Force, Changeover Reduction, Capital Improvements Projects, and Safety Improvements
Projects)
Improved plant cost.
o Lead plant in becoming the low cost produce for 4 years which resulted in increased pounds and
taking over the Canadian manufacturing business in 2008 and 2009.
o Lead efforts in giving over 2,000,000 dollars in productivity (reduction in head count, automation,
and waste) given back over 4 years.
o Built capital project to increase manufacturing through-put by 40% (Quakes Project) 3.5 million
pounds increase. Took plant from 19MM domestic to 31MM pounds and international
manufacturer for rice cake products. (Design plant improvements and increased plant head count
from 120 employees to 265 employees to support site growth and expansion)
o Lead design and implementation teams for new capital process improvement projects –Quakes
expansion, Dipix, Bucket elevator, and redesign of packaging systems ($750,000.00 to
$4,000,000.00).
o Reduced scheduled changeovers by 38%
o GPA 2005 = 120%, GPA 2006 =118%, GPA 2007 – 120%, GPA 2008 =160% (No.1 Plant in QTG
– Quaker Tropicana Gatorade)
In two year period took plant from AIB Excellent to a AIB Superior Rating 2006 and 2007 (One of the Best in
Frito Lay)
o Reduced Consumer Complaints by 25%
o Reduced foreign matter complaints by 35%
o 2006 Won Frito Lay South Division Most Improved Quality Award
o 2007 Took 2nd place in Frito Lay South Division Most Improved Quality Award
o 2008 Runner up for most improved quality for QTG.
Improve AIB Security Score from satisfactory to superior rating (965) 2006 and (965) 2007 (One of the Best in
Frito Lay)
People
o OSHA’s VPP Star Certified Site 2008 (First certified Star Site in Quaker Oats History)
o Injury Frequency Ratio = 0 and 0 Lost Time Accidents (Two Safety records 295 -2005 and 602 -
2009)
o Lead design/ implementation of major manufacturing platform systems (equipment downtime
tracking system, SAP integration system MARS, and SAP).
o Promoted 15 people in key roles to develop site bench strength.
o Introduced and implemented TPM program at the site level.
o Division support for RCO (Rapid Changeover).
o Responsible for growth and development plans for site management. (Diversity and Inclusion)
o Developed and implemented lead program for operations.
o Trained and developed site on Business Planning Process.
o Developed John Maxwell Leadership training course and Communication Course for the site.
(Trained site leadership and high potential team members from the floor)
2002 to KELLOGG MORNING FOODS & SNACK DIVISION
2005 Business Unit Manager for the Franchise Bag Line-Snack Foods Division (2004-2005) – Promotion (Macon, Ga.)
I was responsible for managing and directing all manufacturing activities on the Franchise Bag Line (Chips Deluxe and
Pecan Sandies) across three shifts of operation. (70 Million Dollar Operation)
Responsible for training, developing, and hiring of line management.
Responsible for performance evaluations for line managers.
Coordinated and directed the roll out, training and development, and implementation of the Source of Loss
System.
Increased manufacturing thru-put 7% across two product lines, which resulted in $4,900,000 increase in sales that
was delivered from the Macon GA. Won the Best in Macon Production Award for two periods straight. Ended
year on of the best running lines in the division.
Took line from unfavorable to favorable daily variances, met and exceeded scrap goal 2.1 % vs. 3.5 % (standard),
line efficiency 99.2 % vs. 92% (standard), and increased manufacturing uptime by 6% vs. 2003 results.
Reduce customer complaints by 13.5%.
Responsible for overhauling and implementing new technologies on existing equipment.
Responsible for establishing new preventive maintenance programs for existing equipment.
Plant Packing Resource/Business Unit Leader-Morning Foods Division (2003-2004) – Promotion (Omaha, Ne.)
Responsible for managing multiple projects (AIB, Process Improvement Teams, coordinating Training and
Development Classes for floor personnel and salary personnel, and managing relationships with vendors).
Responsible for managing new product developments, introduction of new products, new carton promotions, new
equipment, and liner testing. Assisted in working on the launch of Fruit Harvest Products, Corn Flakes with
Bananas, and Automated Inserter.
Responsible for coordinating process improvement teams (reducing line size changeovers times, reducing
overweight, SOC’s and SOP’s), which resulted in an 8 to 10%, increase in uptime and thru-put.
Assisted in coordinating and writing scopes to improve packing equipment.
Responsible for vendor communication with new developments (Cartons and Liners).
Responsible for training and development for leaders and floor personnel.
Responsible for troubleshooting packing issues, quality issues, and maintenance issues.
Responsible for training, evaluating, and development of new Business Unit Leaders and floor personnel.
Business Unit Leader/Individual, Vend Bowl, Fun Pack & Maintenance- Promotion (2003) - Promotion
(Omaha, Ne.)
Responsible for planning daily operations.
Responsible for training and development of floor personnel.
Responsible for Quality, Safety, and AIB standards.
Responsible for overseeing maintenance activities.
Business Unit Leader/Pop’s & Smacks Line/Bib Rovema/Bosch Lines (2002-2003) (Omaha, Ne.)
Responsible for managing multiple packing lines and product lines.
Responsible for producing and managing products exceeding $270,000,000 in sales throughout the North
American Morning Foods Division.
Assisted in maintaining one of the lowest cost per case, division wide, and maintained the cereal department goals
of high performance.
Managed over 75 employees, packaging lines, and maintenance team members.
Increased Smacks and Pops lines efficiency to 8% (2003 YTD). Over $ 750,000.00 in savings.
Planned daily operations for production, safety, sanitation, and training.
Managed system performance through team concepts, PI technology, and SAP.
Responsible for packing department budget for labor, maintenance, and ingredient over use.
Coordinated all AIB efforts in packing, which resulted in a Superior Rating. (Conducted training on GMPs,
planned budget, assisted with AIB efforts in processing and packing, which resulted in Superior and Excellent
ratings).
2001 to GENERAL MILLS
2002 Production Manager (Cedar Rapids, Ia.)
Responsible for managing three different units of operations Wheaties, Cheerios/Kix, and packaging lines.
Responsible for producing and managing products exceeding 250,000,000 million in sales.
Assisted in maintaining the lowest cost per case division wide and maintained the cereal department goals of high
performance. (TPM)
Managed over 40 employees (flake process, puff process, packaging lines, and maintenance team members).
Planned daily operations for production, maintenance, and sanitation.
Managed system performance through team, PLC screens, and Foxborro Technology.
Responsible for department budget for labor, maintenance, and ingredient over use.
Responsible for coordinating TPM groups, focus improvement teams, and quality initiatives.
Setup tracking system on packaging line to identify product loss.
Cut sanitation cost on packaging lines from $25,000.00 to $1,100 yearly by developing a new cleaning procedure.
Cut cost in flake process by $13,500.00 yearly.
Set three records on Cheerio’s packaging lines.
Responsible for developing gap analysis and system performance.
Responsible for allergen changeovers and HACCP documentation.
Responsible for AIB inspections.
2000 to Hill & Valley (Sugar Free Bakery Division)
2001 Manager of Production, Warehouse & Sanitation
Directly responsible for the operations of three different departments and responsible for product production
exceeding $20,000,000.
Managing over 75 employees, planning daily operations for production, warehouse, enforcing GMP’s and
sanitation.
Responsible for departmental budget of $750,000 (equipment purchases, sanitation, chemicals, personnel, and
tools).
Interviewed and trained new employees on team goals, performance metrics, and company policies and
procedures.
Responsible for developing line speeds, cost per unit, and yields. (Gemba Kaizen and Toyota Manufacturing
Concepts).
Also responsible for AIB inspections, FDA inspections, and State Inspections.
Assisted in increasing gross profit margin from 24.6 % ($375,000 Quarterly) to 32.1% ($465,000 Quarterly) by
reducing waste, meeting standards, and formalized inventory control system.
Developed and established shop floor metrics and SPC.
Designed computerized inventory interface that reduced finished inventory cost by $175,000 per quarter.
Designed warehouse visual inventory management control for raw products.
Automated sanitation room (dip-switch cleaning systems), wrote SSOP’s, and established plant wide house
keeping procedures.
Introduced bar coding system, coordinated task force research, and maintained bar code system company wide.
Developed Food Safety Committee and assisted in developing HACCP program.
Increased efficiencies on three major product lines that resulted in $1,500,000 million more output per year.
1997 to JOHN DEERE
2000 Help Desk Operation’s Manager (Davenport, Ia.) – Promotion
Managed a multi-million dollar contract for five different divisions.
I strategically and tactically planned enterprise support help desk from test pilot program to division wide support
and assisted in negotiations of division wide contract specifications that included (platforms, level of support,
formalizing process and procedures, training and recruiting, and managing launch dates).
Responsible for providing and overseeing Tier 1, Tier 2, and Tier 3 support for over 15,000 end users.
Prepared detailed written visual reports assessing project effectiveness and participant performance.
Provided budgeting cost, and some general accounting.
Coordinated and held weekly business meetings with John Deere Managers. Managed and coached 35
technicians.
Planned and orchestrated computer infrastructure moves from Deere Division to Enterprise Support, which
resulted in stream lining and cutting cost division wide.
Responsible for maintaining and troubleshooting John Deere Computer Systems (network, shrink-wrap, and
proprietary applications).
Infrastructure Analyst (Davenport, Ia.) (1998)
Managed and coordinated the role out for new Pro-E machines and provided on-site support.
Responsible for training, quality, and functionality for all workstations.
Served as a Special Assignment Manager.
Responsible for all project aspects.
Installed WinNT applications and Pro-E on new Dell systems.
Trained engineering personnel on how to operate new system.
Production Support Assembly Combine Unit (Moline, Il.) (1998)
Assembly responsibilities for rear axle, crop plate sensors, power steering lines, heater line assembly, shifting
stick gear and gull wing door.
Responsible for the combine assembly.
Responsible for quality and functional of all tools and maintained written ISO procedures.
Infrastructure, Analyst (Moline, Il.) (1997-1998)
Provided Windows 95 support, WinNT Support, DOS support, hardware software support, and print operator.
(Responsible for 1,000 end users)
Responsible for setup and training for the role out of John Deere’s new measuring and quality tracking system.
Setup and maintained computerized training rooms and wrote software installation procedures for home users.
1994 to NOMURA ENTERPRISE (College Internship and Part-Time Job)
1996 Technical Writer, Computer Technician & Instructor (Rock, Island, Il.) (Promotion)
Implemented effective planning and development strategies in various multi-thousand dollar publications projects
(HVAC Unit, Software for main controllers, and lighting systems).
Wrote and designed technical manuals for ABB Traction and different transit authorities across the United States.
Designed classroom instructional material.
Provided network and software support.
Computer Technician (1994)
Responsible for training, quality, and functionality for all workstations.
Served as a Special Assignment Manager.
Responsible for all project aspects.
Trained engineering personnel on how to operate new system.
ADDITIONAL EDUCATION:
Diversity and Inclusion Training
AIB Certified in HACCP and Food Safety
TPM (Total Productive Manufacturing)
Certified in Basic TPM Instruction
Certified Computer Technician
Black Hawk College - Moline, Illinois
Project Management – Omaha, Nebraska and Columbia, Missouri
Working with Teams – Omaha, Nebraska
Change Management – Omaha, Nebraska
COMPUTER SKILLS:
Operating Systems:
Windows XP, Windows NT, Windows 95 – 98 – 2000, DOS, UNIX, and Sun
Networks:
Windows NT, Novell, and UNIX
Database Management Systems:
Microsoft SQL, Access, and Remedy
Applications:
MS Office, MS Project, Visio Pro, and Word Perfect
PROFESSIONAL AFFILIATIONS:
Who’s Who Columbia Metropolitan Professional
National Society of Black Engineers (NSBE)
Frito Lay Business Mentoring Program
Partners in Education (Frito Lay Partnering with Columbia School District)
University of Missouri Professional Mentoring Program for NSBE
Western Illinois University Management Society - Director of Operations
Society of Technical Communicators - Judge for National Technical Manuals
Society for Manufacturing Engineers - Student Chapter
Western Illinois University Alumni Association
Black Hawk College Student Ambassador;
Student Government Association
Who’s Who Among College Students
Dean’s Task Force on Student Retention
Dean’s List
President of the African American Student Union
Vice President of Brother’s on Campus
REFERENCES: Available upon request.
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