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Manager Engineer

Joliet, Illinois, United States
January 03, 2018

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Eugene S. Parini

*** ********** ** *********, ******** 60404 Telephone: 815-***-****

Accomplished, results proven production, industrial/manufacturing engineering and plant operations management professional … Master of Business Administration … Six Sigma/Lean Black Belt

Hands-on, strategic and results proven project manager and industrial process improvement professional with a successful career within diverse manufacturing and logistics environments. Expertise in operations management combined with proven abilities in identifying and implementing new procedures, operational process improvements to reduce wastes; costs, downtime, while improving employment engagement facility-wide.


Strategic Production Planning, Start-Up & Growth Revenue & Profit Improvement Talent Development

Best Practice & Standardization Process/Continuous Improvements Workflow Improvements

Develop/Implement Standard Work Performance Re-Engineering Resource Optimization

Lean, Six Sigma, TQM, Methodologies OSHA, ISO, EPA, HACCP Audits & Compliance


Neovia Logistics, Remote- IL/North America 10/2014 to 12/2017

A global, industrial contract logistics company.

Continuous Improvement Manager

Development and guidance of organizations including leadership throughout NA in regards to process improvement methodology based on lean and six sigma principles.

Supporting Networks of facilities embedding operating system based on culture of continuous improvement.

Ensure communication and project management throughout the organization in regards to process improvement.

Mentor Project Managers in the successful completion of waste elimination activities based on DMAIC.

Manage, Train and Lead Six Sigma Methodology Workshops.

Diamond Staffing- Del Monte, Kankakee, IL (Contract Position) 3/2014 to 5/2014

Fresh cut division.

Performance Manager/Industrial Engineer,

Managed operations in fresh cut fruit/vegetable operation. Responsible for staff training, safety, GMP and overall performance of operations. Drove Process Improvement / Cycle Reduction initiatives and productivity improvements via process changes and/or improvements.

Armstrong, Kankakee, Illinois 8/2013 to 1/2014 International designer and manufacturer of floors and ceilings.

Production Supervisor/Manufacturing Engineer,

Manage an automated line with a dozen technicians from raw materials to packaged product. Increased output by 23% to meet 100% of budgeted output.


Developed and utilized standard operating procedures (SOP’s) to ensure consistent problem solving across multiple shifts.

Rapidly became process expert to train and hold staff accountable for jobs task as well as output and quality.

Optimized raw material storage improving availability of products.

CSL Behring, Kankakee, Illinois (Contract Position) 4/2013 to 8/2013

A global leader in the plasma protein biotherapeutics industry.

Production Supervisor, Packaging Department

Direct the activities of 25-30 production operators in a parenteral pharmaceutical manufacturing environment to assure safe, timely, efficient manufacturing of quality products in accordance with policy and procedures; coordinate with Maintenance, Engineering, Quality Control, and Quality Assurance to assure their timely support in maintaining, improving, and assuring the manufacturing areas, equipment, and operations are suitable and in compliance with cGMPs; supervise, train, and motivate production operators to assure the development of a skilled, productive workforce in a union environment.

PACTIV, Franklin Park, Illinois

Leading provider of foodservice/food packaging products and containers in North America with applications across supermarket, packer/processor, institutional, foodservice and restaurant industries.

Production Manager, Multiple Departments 2012 to 2012

Direct operational, planning and quality accountability for daily output of extrusion and thermoforming product lines (23 thermoforming and seven extrusion lines). Managed and developed a team of more than 50: technicians, operators and packers, maintenance and set-up; reported to plant manager.


Designed and implemented aggressive production, continuous improvement and process reengineering initiatives to drive core production performance results:

Increased thermo production performance by 6% and extrusion production by 18% within first three months, while reducing headcount and delivering consistent improvement in defective parts per million.

Reduced labor cost per pound by 12% … Reduced safety incidents by 66% … Increased OEE by 11%.

Reduced customer returns/customer complaints by more than 80%.

Maximized utilization of team leaders through increasing accountability, KPIs, coaching and training; improved team leader capabilities across technology, production scheduling, demand planning and quality control.

ECOLAB INC., Elk Grove Village, Illinois

Publically-held, $11 billion leading global developer, manufacturer and supplier of cleaning, sanitizing, food safety and infection prevention products and services.

Production Supervisor 9/2008 to 1/2012

Promoted rapidly to Production Supervisor to drive Lean Six Sigma and workflow improvement initiatives across equipment rebuild facility (ISO Certified). Key member of plant leadership team to increase total production performance and output allowing consolidation of plants in California and Canada into Elk Grove facility, while increasing total output and substantially increasing equipment quality and customer response.

Direct safety, operational, production, quality, staff and compliance responsibility for commercial warewashing equipment repair and refurbishing production (pumps, electrical, hardware, mechanical); coordinated all floor production operations between in/outbound, inventory control and procurement. Hired, trained, coached and evaluated a team of 40+ production and assembly staff in order to sustain a highly flexible workforce.

● Championed and/or participated in numerous process and workflow initiatives. Led production analysis to identify opportunities and direct implementation of new technology, Lean, continuous improvement and training initiatives. Coordinated with various department supervisors delivered sustainable improvements across production, purchasing, vendor management, inventory and maintenance:

Engaged key production and plant leadership to meet corporate mandate to increase production from 52 machines/day to 66 machines/day; drove cross-training, increased material usage reducing scrap and optimized workflow to meet goal six months ahead of schedule and exceed goal by 25% by yearend, while increasing headcount 10%.

Improved total refurb variation from $689,000 in 2008 to $1,267 favorable in 2009.

Improved refurb labor efficiency across manufacturing, planning, workflow and quality: improved per machine productivity from 18.6 hours in 2008 to 17.2 in 09 with 8.1% year over year improvement in 2010/2011.

Improved part cost productivity via recovery of costly components and contributions.

Project Manager and team member for multiple Lean Six Sigma projects; managed one project delivering cost savings of $751,000. Managed line optimization increasing efficiency from 3.5 machines/day to 9/day.

Production Planner/Purchasing Manager 3/ 2008 to 9/2008

Managed purchasing, strategy, inventory control and demand planning for raw materials, MRO and services. Accountable for a $4.5 million inventory.

Member of leadership team to drive inventory reduction and Perfect Order Service improvement:

Reduced on-hand inventory from $5.19 million in 1/2008 to $4.3 million at year end, exceeding goal by $200,000, while increasing Perfect Order Service average to 96.3 % (1.3% improvement over 2007).

Reduced at-risk inventory from $1.112 million at year end 2008 to $715,000 (35.7% reduction on a 10% goal).

Reduced backorders per 1000 order average to 11.2 in 2009 over 12.6 in 2008.

Developed a commodity build process increasing delivery rate to meet customer requirements.

Improved days on hand performance with early 2008 DOH of 41.1 in raw materials and 45.8 DOH finished goods: reduced both DOH metrics to 31.7 (raw) and 33.5 (finished) exceeding goals.


Leading North American manufacturer and supplier of trackwork and materials for rail industry.

Manufacturing Engineer 2007 to 2008

Developed into Manufacturing Engineer role from procurement and took over continuous improvement engineer role to identify and remove causes of defects and minimize variability in manufacturing processes, as well as increase workflow, consolidate production lines and optimize machine and labor output through interfacing with department managers. Researched, identified, executed and evaluated strategic capital engineering projects focused on driving equipment reliability and improving plant critical processes.

Developed methods of manufacturing, planned machine layouts and developed manufacturing processes to standardized production and increase total quality and output.

Led consolidation of machining processes using lean concepts from three locations and into one machining center.


Maintenance Manager 2001 to 2007

Full operational, fiscal, compliance and service delivery responsibility for construction management, contract administration, facility maintenance and compliance for up to 22 clinical offices. Coordinated, sourced and procured operational supplies, contracts, service providers, utilities and equipment guided by clinic directors and cooperate initiatives.

Senior property/maintenance manager to support growth from three locations in 2001 to 22 in 2007.

Created monthly, quarterly and yearly maintenance schedules.

TUTHILL CORPORATION (Process Pump Division), Chicago, Illinois

Industrial Engineer 2000 to 2001

Led/participated in process improvement initiatives, including Kaizen events. Engineered focused factories.

Leveraged Lean and 6S tools and methodologies to develop work standards for machining/assembly cells and documentation, achieving average reduction of 50% in overall processing time.

Redesigned cells to increase productivity and quality, while reducing scrap.

Increased testing efficiencies reducing lead time from 1.5 hour per pump to less than 25 minutes.

Improved pump assembly process efficiency from five, eight hour shifts to one, eight-hour shift.

GOLDEN GRAIN (Division of Quaker Oats), Chicago, Illinois

Production/Packaging Supervisor 2000 to 2000

Managed multiple shifts on food packaging and production lines managing a team of up to 60. Key member of leadership team for several initiatives, including implementation of PM and safety programs.


Master of Business Administration Conferred, 8/2011


Bachelor of Science, Industrial Engineering Conferred, 12/1999

TECHNICAL: MS Office Suite, Kronos, SAP, Peddimat, Enterprise E-Time; familiar: AutoCAD, Solid Works.

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