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Manager Engineering

Bear, Delaware, 19701, United States
April 05, 2018

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Bear, Delaware *****



Over 15 years of progressive leadership experience in Manufacturing Operations & Plant Management with the Injection Molding, Automotive, Nuclear, and Consumer Goods industries. Experiences include managing high speed automated production processes, new product launches, and capital engineering projects in midsized to large companies with union and non-union atmospheres. Proven track record managing people, developing teams, and implementing initiatives that positively impact business performance through continuous improvement, strategic planning, and flawless execution. Passionate about delivering a sustainable quality product that is safe for the environment, and for those who use and manufacture it.


Lean Transformation

Sustainability Manufacturing

New Product Launch Management

Capital Project Management

High-Speed Robotic Manufacturing

Toyota Production System

Profit and Loss Management

Total Productive Maintenance


Stay at Home Father Jan 2017 – Present

Perform all household management duties for my twin children: meal planning, budgeting, and home maintenance. In addition, participate in activities that build and unite the community.

Create an engaging atmosphere of learning and skill development that fosters interest in current events, history, and fine arts.

Little League assistant baseball coach, Buffalo Grove, IL. Helped develop each player's physical and psychological fitness; created and ran relevant drills and team-building exercises; fostered a culture of good sportsmanship, cooperation, and responsibility; official statistician and scorekeeper.

Volunteer through my professional and social organizations in activities that uplift the community. Voter registration, Assault on Illiteracy, Habitat for Humanity, Mentoring, and participation in fundraising activities for charitable organizations.

Independent contractor for UBER/LYFT.

FARMERS FRIDGE, Chicago, IL Sep 2016 - Dec 2016

Plant Manager

Overall P&L responsibility including the daily operations regarding inventory, staffing, machine efficiency, maintenance, quality and safety at an FDA regulated facility producing goods for the food and beverage industry.

Developed a lean manufacturing culture that conveyed, to all levels, daily expectations and issue resolution metrics.

Instituted a tiered training program to develop internal talent for leadership opportunities available for near-term and future staffing needs.

Established and implemented manufacturing and capacity plans that improved efficiency by 22% in the production process.

Decreased overtime 40%, for a two-shift operation, using lean tools that standardized processes, reduced takt time, and removed the waste of movement.

Led initiative that increased on-time pick up of goods from the facility by increasing accuracy of forecasted schedule.

MICROTRAIN TECHNOLOGIES, Lombard, IL Nov 2015 - Aug 2016

Professional Development

After Kraft was acquired by The Heinz Co. and thousands of roles eliminated, I researched and applied to receive government funding for training courses through the WIOA program to acquire and refine my skills for career advancement and re-entry into the workforce.

PMP/CAPM Project Management Professional

Microsoft Project 2010 Level 1

Microsoft Project 2010 Level 2

Managing Projects Using Microsoft Projects

Agile Certified Scrum Master

Excel Pivot Tables

THE KRAFT HEINZ COMPANY, Northfield, IL Mar 2014 - Oct 2015

Senior Manager Operations

Championed the multi-site location continuous improvement program by driving substantial operations and commercialization cost reductions thru capital projects and commercialization initiatives across business units including R&D, Procurement, Packaging, Business Development, and Engineering.

Selected to direct efforts that generated $20M of annual productivity in quality improvement initiatives and increased overall equipment effectiveness from 70% to 82%.

Chosen to lead sustainability effort in the reduction of rejected corrugated units from the vendor; Redesign of corrugated packaging delivered $800K in savings.

Led quality initiatives that improved characteristics regarding fill variability by 25% resulting in $450K of annual savings in six months.

Selected to lead and develop value stream mapping session that delivered $2M of savings for the Enhancers BBQ.

Collaborated cross-functionally with resources internal and external across business units to improve productivity savings that outpaced yearly corporate 2014 goal by 10%.


Engineer III, Nuclear Project Manager

Directed the implementation of complex capital projects that addressed equipment reliability/sustainability issues, and nuclear safety, while adhering to regulatory standards set forth by the NRC, NERC, and CFR Part 21.

Chosen to direct the nuclear industry’s first steam generator feed ring replacement; Managed a cross-functional not co-located team of over 200 members including staff, vendors, technicians, and hourly workforce. ($30M budget)

Managed the replacement of the Main Steam Radiation Monitoring system which improved operational availability by 60%.

Managed the technical upgrade of high voltage cables for the Reserve Station Service Transformer which improved operability by 25% and created $2M of long-term savings.


Operations Manager - Norfolk Assembly Plant Jun 2005 - Jun 2007

Directed daily operations of 150 salaried/hourly personnel including maintenance, material handling, and engineering in the high-speed robotic production of the market’s number one world class F-150 Series pickup truck.

Directed and monitored department supervision to accomplish goals of the manufacturing plan, consistent with established manufacturing and safety procedures.

Liaison between department supervision/subordinate levels, as well as, executive/department manager levels to inform personnel of communications, decisions, policies and all matters that affect their performance, attitudes and results.

Managed troubleshooting of complex production and quality problems. Collaborated and coordinated root cause analysis activities with engineering, quality and other plant colleagues to address production concerns to ensure product met quality standards.

Developed and implemented site long-range plans, goals, and objectives that aligned with business goals that delivered $1.2M of long-term operational savings.

Managed team efforts that exceeded manufacturing KPI’s related to Safety, Quality, Cost, and Delivery by 5% in each category.

Reduced labor costs $500,000 through robotic upgrades and restructured layout designs.

Led and coached teams in problem-solving activities using the DMAIC and Lean approaches resulting in a 3% productivity increase and a 2.5% reduction in warranty claims.

Dimensional Control Engineer/Six Sigma - Norfolk Assembly Plant Feb 1999 - Jun 2005

Managed geometric dimensions and tolerancing department by leading the efforts of Computer Measurement Machine operators to identify/resolve concerns using, while adhering to quality assurance procedures.

Led Variable Reduction Team reviews that identified projects which decreased defects using Lean methodology on the F-150 by 23% and improved overall warranty results by 18%.

Created standard using Six Sigma tools that reduced warranty calls for door closing effort from 5% to 2.9% based on 150,000 units.

Directed several iterations of new product launches of the F-150 pickup and managed dimensional studies of tooling that increased process capability from 1.0 to 1.33.

Chaired Six Sigma project that increased throughput capacity by 70 units per hour equivalent to 33,600 units per year by rewriting Kawasaki robotic program and changing Allen Bradley PLC line logic.

Complete Area Responsibility Supervisor - Norfolk Assembly Plant Mar 1995 - Feb 1999

Directed 30-50 assembly and skilled trade employees in a multi-line high volume manufacturing setting that produced robotic resistance welded sheet metal subassemblies used to complete final assembly of the F-150 pickup truck.

Led lean manufacturing and industrial housekeeping practices in work area; identifying and eliminating waste in day-to-day applications using 5S methodology.

Performed data analyses on KPI’s that addressed negative trends relative to shift’s performance; Used findings of analyses to reverse negative trends and continue to improve positive trends.

Implemented TPM strategies that helped the maintenance team prevent and predict Kawasaki robot mechanical failures, reducing unplanned maintenance which resulted in an ongoing quarterly savings of $175K and increased equipment availability by 11%.

Resolved production throughput challenges using DMAIC principles that improved performance by 9% saving $325K in seven months.

COOPER-STANDARD, Rocky Mount, NC Apr 1993 - Mar 1995

Production Supervisor

Coached and trained 35 direct hourly reports in manufacturing injection molded products for the automotive industry, performed performance appraisals, led safety training and successfully met strategic and operational goals.

Led experiments that established and improved repeatability of plant equipment which reduced defective parts by 28%.

Implemented employee suggestion program that saved $250K in six months in the areas of quality, and cost.


BS, Electrical Engineering, North Carolina A & T State University, 1992

Six Sigma Black Belt Certification, 2000

Engineering in Training, Nuclear Power Fundamentals, 2008


Surry Power Station Unit 1 & 2 Feed Water Ring Replacements Publication, Author and Presenter American Nuclear Society; 2011 Annual Meeting, Hollywood, FL

Significant Engineering Contributions (2), Surry Nuclear Power Station

Certificate of Excellence, Technical Consciousness and Drive for Results, Ford Motor Company

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