Manager Plant

Darrell Martin

817-***-**** ********@***.***

Summary of Qualifications

Process improvement Startups Lean manufacturing Shipping and receiving developing procedures Budgets Training Freight negotiation Production scheduling

Qualification Highlights

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Highly motivated, capable and dedicated manufacturing professional.

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Effective management, technical, and supervisory skills.

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High involvement implementing lean practices.

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Use clear, concise communication skills in conjunction with organizational skills to perform daily duties.

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Developed and implemented improved policies and procedures, resulting in efficiency and productivity.

Professional Experience

Frankie V”s Kitchen Dallas TX. 2016 to present

Food Manufacturer of branded and co-pack products

Plant Manager

Responsible for the daily operations of the plant. Including production, sanitation, and maintenance and scheduling departments. We are a food manufacturing facility producing soups, hot sauces, sauces, condiments, and other items. We produce branded products and co-pack. In the last year we have gone from 1.5 to 3.6 million in sales. I have lead the facility through USDA and SQF certification. Also in developing or improving safety, cleaning and operational procedures. I led the expansion ard redesign of the production floor. Worked with maintenance and contractors in setting up PM schedules and service schedules for all the equipment. Developed training matrix and schedules for the sanitation, maintenance and production departments. Put a tracking system in place to track the true cost of labor and tying it to the specific products Changed the culture from a specialty shop to a production mentality. Built an atmosphere of team based operation. We package in multiple ways with multiple products. We bottle in glass jars, plastic cups or tubs. Also in bags of 2, 4 or 8 pound sizes. We do hot and cold fill with multiple fillers.

Tyson Foods Fort Worth, TX 2015 to 2016

Food Manufacturing of State Fair Brand corndogs and Jimmy Dean pancakes on a stick

Sanitation Supervisor (2005-2008)

Supervise the cleaning of production rooms at the end of production. Insure that the right chemicals and amounts are being used to reach the required cleaning of USDA inspectors. Also insure that rooms have been pre-op, swabbed and are ready for on time release back to production. Responsible for ordering and maintaining inventory on sanitation supplies and chemicals. Insuring that all required training is done and up to date for all sanitors and techs.

Hexion Chemical Cleburne, TX 2014 to 2015

National company that is in the business of processing sand for the fracking of oil and gas wells…. .

Production Supervisor

Supervise the production, shipping and maintenance of the shift. Produce chemical treated sand for the fracking industry. This is a 24/7 operation with rotating shifts. Developed 5S for shift tool cribs to organize and track tool usage. Developed a training matrix for promotion of staff to supervisor training. Coached and mentored lead person on shift to promotion to supervisor. Laid off due to drastic drop in the price of oil.

Oak Farms Dairy (Dean Foods) Dallas, Tx. 2012 to 2014

National dairy company processing milk and milk products

Production Supervisor

Supervise the milk process deck, five bottling lines consisting of two paper carton lines producing 20,000 16 oz. units per hour. Two plastic jug lines producing 5360 gallon units per hour. A plastic chug line producing 9400 8 oz. units per hour. Also a soft serve ice cream bag line that produces 975 two gallon bags per hour. All lines combined produce a total of 9,125 gallons of product per hour. Responsible for the production, sanitation, quality, maintenance and raw milk receiving. Developed 5 S in departments with shadow boards to organize the work areas and to eliminate waste. By using cross training and team building we increased run efficiency by 7%. Implemented and trained employees on downtime tracking log to set up root cause analysis meeting to determine road blocks to achieving goals. Let go due to plant closure.

Mizkan Americas Dallas, Tx 2010 to 2011

National company processing and packaging vinegar and vinegar based products

Shift Manager

Supervised the bottling line which ran 2400 gallon units per hour of vinegar. 6600 half gallon units per hour. 7800 16 oz. units and 8700 8 oz. units per hour. Also supervised maintenance, bulk, and sanitation and shipping departments on second shift. Helped develop 5 S and team concept in the bottling department on arrival. Set up cross training program for second shift. Instilled a system of accountability on the shift and retrained to insure everyone knew expectations, With these steps and the assistance of the Maintenance Manager working with us as a team we improved the efficiency of the line from 85% to 105%. Also helped develop an inventory control program for all raw materials. In October of 2010 was asked to be the Plant Safety Director along with my existing duties. I developed a fire drill and evacuation plan. Also developed a monthly safety inspection for the plant. Implemented these programs to improve overall safety of the plant and to help pass the Walmart ethics audit. Set up CRP training, assigned first responders and set up a safety committee. Laid off due to suspension of second shift.

Southern Champion Tray Mansfield Tx

National company processing paperboard cartons for the food, drug and vet supplies 2007to 2010

Shift Manager

Supervised the print, sheeting, cutting, gluing, finishing, shipping and maintenance on second shift. Three gluing machines producing 360,000 cartons per hour. Three die-cutting machines producing 192,000 sheets per hour. One print machine producing 15,000 sheets per hour. Produce paperboard cartons for the food, drug and cosmetic industries. Developed training matrix for machine operators. Created and developed matrix for utility person to put in cross training program. Implemented 5 S program in production using shadow boards, material organization and flow to increase production. Implemented team building concepts and accountability on shift to build morale, pride of work and increase ideas of improvement.

Mid-Lands Chemical/ SCA North America Packaging Carrollton, Tx 1999 to 2007

National company processing packaging products

Production Manager

Start up new gel plant as the Plant Manager for Mid-Lands Chemical. This consisted of installation of machinery. Hiring and training personnel. Setting up contractor, vendors and fright contracts. Started with two production lines. Within six months we added a freezer for frozen product customers. Also leased a bobtail and hired a driver to make local deliveries. Increased production of machines by 25% by doing a Kaizen event on setup and run times. After the first year we added a third machine. We were the last of seven plants to be built. After 18 months we were the third largest producer of the company. With three lines we were producing 2880 to 5760 bags per hour, depending on product size. The company was sold in 2001 to SCA. I was in charge of shutting down and moving all equipment to another facility of SCA While doing this insuring that our customers kept getting timely deliveries. When we moved into the SCA facility I became Production Manager. I was responsible for the gel, transportation, warehouse and wood departments. We made shipping products of wood, corrugate, foam or combination of the three. Used a Kaizen event on material movement in the wood department. By doing this we were able to increase production and eliminate the use of one forklift in the department. Setup a tracking system in the transportation department to see where improvements and cost reductions could be made. Was able to eliminate one driver in the department. Also was able to justify canceling the lease on the bobtail. We installed and started up an injection molding department that consisted of ten machines. We produced packaging products for Motorola and AMD. This consisted of materials of wood fiber and potato starch. We produced 2400 units per hour with these machines which consisted of one four cavity mold per machine. Hired and trained the staff to run a 24/7 operation. Increased the machines production to 9% faster than the manufacture said was possible.

GST Steel Kansas City, Mo. 1997 to 1999

Steel company processing steel products for wire and grinding media industries

Production Supervisor (casting)

Supervised casting crew making products for the wire and grinding media industries. Was responsible for scheduling the production and maintenance of the casting machine. This consisted of a five strand machine that produced 150 tons of steel blooms per hour. Also worked closely monitoring quality of cast product.

02-96 to 11-97

Wieland Designs Fort Worth, Tx. 1996 to 1997

Company producing furniture for van and truck conversions

Production Manager

Was responsible for the production, shipping, receiving, and maintenance and scheduling of furniture manufacturing for van and truck conversions. Redesigned the production floor to increase production and simplify movement of materials. Set up an inline quality process to improve quality and production. This resulted in a 25% increase in efficiency. Produced 1.5 sets of furniture per hour. Also implemented a preventive maintenance program for the floor equipment.

Chaparral Steel Midlothian, Tx. 1974 to1996

Steel company producing steel for multiple end products

Shift Manager

I started working for Chaparral in an entry level position in the casting department. We had one four strand billet casting machine and one 120 ton electric arc furnace when I started. Before I left we added a five strand billet/bloom casting machine. Also added a two strand horizontal casting machine. I was highly involved with the commissioning of both new casters. We also added another 150 ton electric arc furnace and two electric arc ladle furnaces. Made steel billets and blooms for structural, auto, rail and SBQ industries. I got promoted into management as a Manager of Continuous Improvement. Duties were to supervise the installation and running a one strand proto-type casting machine. Once the process was proven was involved in the installation, training of personnel and start p of a two strand near net shape casting machine. Once the new castor was commissioned I was moved to Shift Manager B shop. Was in charge of the 150 ton electric arc furnace, ladle furnace and five strand billet/bloom casting machine. I attended multiple training seminars while employed. A couple of them were Brian Tracy’s seminar on excellence. Bob Conway’s Right Way to Manage

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