Plant Manager/General Manager
Asset & Budget Management / Business Expansion / Capital Planning / Contract Negotiations / Cost Control / P&L / Continuous Process Improvement / EPA, OSHA & FDA Compliance / Facilities / Safety / Lean /5S /Turn Around / Plant Relocations
BS, Business Administration, St. Joseph’s College
Phil Crosby and Fran Tarkenton Concepts Instructor for all levels within a company
A Career of driving organizations to growth and profitability
Plant Manager, T&D Metal Products, Watseka, IL. 2016 – 2017 Change of management. Custom metal blanking, laser, forming, welding, powder coat painting, and assembly of Tier 2 automotive components, OEM’s, as well as custom metal cabinets and medical carts. They are privately held with 135 people supporting two plants and a $20M operation.
Initially secured significant cost reductions with our utility providers followed by reductions with our typical suppliers to north of $150K.
Eliminated of leased warehousing space in town as well as the trucking associated with same saving the plant $150K annually by organizing and bringing product back in house.
Cleaned up the storage yard by returning 7 trailer loads of dies to the OEM which had been there for years.
Initiated an up-charge for last minute customer rushed orders.
Eliminated an ongoing $250K past due scenario.
VP/GM, NevinLabs (A division of DentalEZ) Chicago, IL. 2010 – 2015. Left company; was recruited. Custom metal casework and cart manufacturer supporting the dental industry at Universities, Operatories, laboratories, and government facilities. They are a privately held with 40 people supporting this plant and a $13M operation.
The company was struggling in merging this newly purchased entity. I was recruited to manage the day to day performance, grow the business and increase profitability with a staff of 40 people. A summary of accomplishments:
Achieved three record years of performance that was a major contributor for paying off our debt assumed by DentalEZ when purchasing NevinLabs in 2007.
Took a value added service which was performing at a loss to one that has been tracking Gross Margins of 53%.
Introduced a new LED bench light into the market that will reduce overall costs for our customers in addition to adding a value added feature of full drawer slides to our product line.
Plant Manager, WinCup, West Chicago, IL. 2007 - 2009. Left company; was recruited. Expandable Polystyrene (EPS) Foam cup and thermo lid manufacturing facility supplying the retail, institutional, and club markets. They are a private equity with 255 people supporting this plant and a $75M operation.
The company was struggling as they had recently lost 50% of their skilled workforce because of illegal immigrants in addition to also failing their AIB Audit putting them on probation. I was recruited to manage all day to day performance, grow the business and increase profitability with a staff of 255 people. A summary of accomplishments:
Came in and addressed their probation rating with AIB Audit to one of Superior so as to get plant up and running in all areas while insuring Yum Brands and Silliker compliant.
Recipient of HAVI/McDonald’s Supplier Quality Award by achieving zero labeling defects with their Annual Fall Monopoly Game promotion.
Developed the West Chicago plant into one of the companies top performing plants.
Director of Manufacturing, Prairie Packaging, Bedford Park, IL. 2001 – 2007. Left company; was recruited. Injection Molder of disposable cutlery and plates facility supplying the retail, institutional, and club markets. They are a privately held with 550 people supporting this plant and a $175M operation.
The operation was one that had excessive accidents, lacked direction, and was under performing. I was hired to reduce their exposure, improve the day to day performance, grow the business, and increase profitability with a staff of 550 people. A summary of my accomplishments:
Relocated the plant across town increasing the number and brand of presses used for improved repeatability improving daily throughput from 64K pounds to 224K pounds processed.
Introduced high end PS plates improving sales by $50M
Achieved a lower industry Worker’s Compensation modifier number allowing us to pursue and achieve OSHA VPP “Star Rating”.
Introduced new value added commodities to our Wrap SKU’s.
General Manager, Home Products International, Chicago, IL. 1999 – 2001. Management reorganization. Injection molder of plastic consumables to Wal-Mart, Kmart, and Target. They are a privately held with 250 people supporting this plant and a $100M operation.
This company of 250 (union and non-union) people was in need of basic manufacturing principles to support their sales demand. I was a molder in which they had been farming out some of their SKU’s too because of capacity issues that was recruited to simulate the same organization, planning, direction, and execution principles for them that they witnessed in place during their surprise audits at my existing employer. A summary of my accomplishments:
Introduced cell manufacturing concepts relieving the excessive labor in the assembly area.
Increased throughput by 20%.
Championed the project for adding a new 250K square foot warehousing facility bringing total space to 1M.
Implemented a staging area for raw materials by job in advance of being manufactured
Director of Manufacturing/Engineer, National Polystyrene Recycling Co. Responsible for multiple plants located in New Jersey, California, and Illinois that sourced, processed post consumer/post industrial polystyrene into pellet form, and sold to injection molding companies to reuse in their process and thus reduce costs of raw material while being environmentally conscious and communicating same on their product. Example: This product contains “X”% of recycled post-consumer/post-industrial plastic.
Divisional Process Improvement Manager, Quality Manager, Continental Plastics Manufacturer of blow molded bottles supporting the consumer industry in soap (Lever Brothers), chemical (Ortho-Chevron Chemical), and Juice (Minute-Maid- Coke) containers. Selected by management to be the division’s first trainer for all levels of personnel in Phil Crosby and Fran Tarkenton concepts. Initiated and led the Elk Grove Village plant’s first problem solving team for people empowerment while traveling to our other 15 plants training them. Initiated and implemented the formula in tracking the cost of quality reviewing same weekly.
Visited and worked around customer filling stations for bottle improvements.
Tin Plate Manager, Manager of F Style Operations, and Quality Manager, Continental Can Co. Manufacturer of 3 piece metal cans used for food, paints, industrial, and beauty/health industry. Took a division’s QA Dept. from a go/no go process to one of SPC putting the responsibility on the technicians who start, produce, and stop the manufacturing lines. They need to know if their production meets the customer and company’s specifications. Installed Work Stations throughout the production floor where the technicians could measure using automatic gauging thus taking the variability out of the data. Implemented a Supplier Quality Process where the Vendors were audited and rated on a quarterly basis to determine who was awarded our business.
Coal/Coke Hdlg Gen. Foreman, Shift Supervisor, and Industrial Engineer, Interlake, Inc. Manufacturer of molten iron used in the industrial, construction, government, and auto industries