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Operations Manager, Production Management, Company Commander

Bonney Lake, Washington, United States
November 12, 2017

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EDUCATION : Master of Business Administration from University of Phoenix completed by January 2018. B.S. System Engineering 2006, at the U.S. Military Academy in West Point, NY.

College Activities: Intramural wrestling and grappling coach for two years

Army Schools: Graduated from Ranger School, Airborne School, Maneuver Captain Career’s Course, Unit Mobility Officer Course, Combat Lifesaver Course, Army Combatives Level 1 and 2 Certified and Survive, Evade, Resist, and Escape School Level “C”

Certifications: Incident Commander Certified, Emergency Response Team Certified, CPR certified, OSHA 10, VPP Certified

EXPERIENCE: 02/17- Present Operations Manager, Oldcastle Precast

-Responsible for the scheduling production, the recruiting, hiring and terminating of employees, production operations and management of a labor force of 95 employees. Ensured operations maintained a high level of efficiency, while performing at world class Safety and Quality standards. Developed a team oriented relationship with the Sales Manager, Quality Manager, and Engineering Manager to drive process improvements, through Lean principles and visual management.

Maintained monthly attainment and efficiency goals using visual management, restructuring of the Morning Huddles, and creating action items during the Mid-Day Lead meeting.

Created, implemented and sustained a Pay-for-Skill program where employee’s proficiency in their craft determines their skill level and a higher pay.

Created, implemented, and sustained an attendance policy that held people accountable.

Focused effort on recruiting and retaining top talented employees. Attended military job fairs, redesigned our break room after employees’ feedback, and developed team activities.

EXPERIENCE 02/15-02/17 Value Stream Leader, Serta Simmons Bedding Company

-Responsible for developing standards, techniques, and process improvements for the mattress build line, so the production associates can achieve the plant's production goals. Also, holding those associates accountable if those standards are not met. Ensure safety, quality, delivery, and cost goals are tracked and if not achieved corrective actions are created to close the gap and achieve target.

Implemented the roll out of a new production line by creating a new process for the line and shifted associates on the line to maximize their strengths and weaknesses and after a month went from 25 beds per hour to achieving our target of 50.

Took over the foundation department and immediately identified flow interrupters, created 5 Why analysis and implemented corrective actions that increased the departments performance by 20% raising its national ranking from 11th in the network to 3rd.

Identified flow interrupters on the I-comfort line, created layout and process changes that improved the line from a target of 10 an hour to 14 beds an hour.

EXPERIENCE 06/13-01/15 Production Supervisor, Kraft Foods

-Responsible for the safety, quality, productivity, schedules, payroll, and morale of 55 associates in the production of various food products over nine production lines and a pasta processing unit in the Dinners Department. As a member of the Autonomous Maintenance Team, I was responsible for learning, doing, and then coaching associates and peers in Integrated Lean Six Sigma (IL6S) practices in the Dinners Department as the plant underwent organizational changes.

Successfully coached leaders and associates for six months on the plant’s pilot line reducing the lines stops by over 35% and a Global Efficiency improvement from 56% to 67%.

Implemented numerous safety improvements and tools that allowed for the shift and later line to have 0 safety incidents.

As a Line Leader we used our IL6S tools to reduce our top stop on the line from 16 to 5.3 stops per day.

EXPERIENCE 2006-2013 – Captain, Company Commander, United States Army Infantry, Top Secret Security Clearance

-Responsible for training, maintenance, discipline, and the well-being of a 250-man infantry headquarters and headquarters company consisting of 10 staff sections. Mentor junior commissioned and non-commissioned officers assigned to the company. Inventoried, maintained, and deployed $40 million worth of combat equipment twice.

Maintained control of a decentralized company with personnel over 9 locations, yet still able to deliver outstanding results.

Orchestrated the smooth retrograde of nearly 80 tons of property and equipment along with Soldiers from one location to another location while still maintaining our current operations tempo.

Conducted engagements to include coaching, planning and partnering with foreign officials dozens of times while in Afghanistan.

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