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Senior Operations Manager Continuous Improvment Manager

Macon, GA
March 26, 2018

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Joseph Benjamin Day, Jr.

*** ***** **** **** *****: 719-***-****

Brandon, Mississippi 39047

Areas of Expertise

Director of Operations * General Manger * Food Complex Management * Continuous Improvement Director

Large-scale Manufacturing * Labor Intensive Specialist * Military Operations/Leadership * Program/Project Management

Profit/Loss * Trainer/Mentor * Change Manager * Marketing * USDA * HACCP * BRC * OSHA * FDA * EU * MSC

Professional Experience

Continuous Improvement Engineer, Tyson Foods, Inc., Carthage, MS, April 2017 - Present

Leads one of the largest, small-bird poultry processing plants in the country in identifying, progressing and realizing returns with all opportunities dealing with safety, people, quality, delivery and cost. The plant processes 1.9 million birds per week (7 million production pounds) and employs 1400 Team Members. Identifies and investigates cost saving opportunities covering all projects and processes. Delivers measurable improvements by utilizing continuous improvement strategies, implementing standard processes, and appropriate actions to reduce variation and eliminate waste.

-Identified and developed action plans to close variance gaps totaling $5.5 million for FY 2018

-Implemented behavior based safety culture and non-threating safety observation approach for the complex

-Ensures plant-wide deliverables to support the Tyson Productivity System

-Ties the complex strategic vision to corporate key initiatives and accountabilities

-Collaborates across all functions to ensure consistent implementation of new, improved processes

-Assists with the identification of training needs, determines proper sources, and tracks training results

-Leads 5S, waste elimination, foreign material elimination, and illness prevention teams for the complex

-Promotes the transformation of a reactive culture to a proactive culture using data to drive decision making

-Empowers Team Members to determine root causes, form solutions, and provides resources for permanent resolution of problems

General Manager/Plant Engineering Manager, SolTuna Ltd., Noro, Solomon Islands, October 2015 – April 2017

Led the strategic direction of a 2000 employee tuna processing facility. The plant processed a total of 120 metric tons of raw tuna per day with 75% of the production as a bagged loin product for export, and 25% of the production for canned production for regional and export markets. Developed key process indicators which tied to the plant’s vision for excellence in safety, the environment, social responsibility, quality, and delivery. Worked directly with Managing Director and Board of Directors to develop long term plans to best maximize return on sales and increase value to shareholders.

-Reduced the recordable accident rate by 10% over last year; DART 3 points better than the industry sector

-Created an Occupational, Health and Safety system in accordance with ISO 18001

-Developed and implemented the Environmental Management System in accordance with ISO 14001

-Increased profitability by 12% year-over-year by identifying and developing action plans to reduce cost variances

-Established a continuous improvement culture which led to positive trends for all key process indicators

-Trained staff, and implemented proactive and preventive maintenance culture decreasing unscheduled downtime

-Designed rainwater collection and salt water thaw systems that led to $80K/mo in chemical and water savings

-Led the facility to the achievement of BRC, EU, MSC, Dolphin Safe, Halal, Kosher certifications

-Developed short, medium, and long-term capital plan to move the factory toward world-class operations

Complex Manager, Pilgrim’s Pride Corporation, Douglas, GA, July 2014 - September 2015

Effectively and proactively directed all operational aspects of a vertically integrated, 1100 employee, big bird, commercial poultry processing complex. The facility processed one million 8.5-9 pound birds per week. Set the vision and standards for the complex that led to my accountability for food safety, traceability, testing, financial performance, efficient production, high performing labor teams, quality, process control, order fulfillment, contract management, purchasing, raw materials, preventive maintenance, sanitation, pest control, waste, chemicals, storage and transportation, security, land and property management, grower relationships, regulatory compliance, and energy. Reported directly to the VP of Commercial Foods and met at least monthly with the CEO to discuss strategic plans for the commercial business.

-Exceeded industry safety average through behavior-based approaches; DART rate was 1.16; industry was 3.48

-Exceeded 2014 profit goal by 40% through zero-based budgeting methodologies and continuous improvement

-Decreased live production costs by 13% through deployment of aggressive management methods in the field

-Improved profitability by $2MM quarterly through the initiation and installation of three large capital projects

-Reduced labor costs by 10% by analyzing, repositioning or eliminating positions (30 FTE) in second processing

-Improved processing efficiencies by 6% by converting 300 temporary personnel to full-time team members

-Zero governmental interventions by maintaining compliance requirements for personnel and food safety

-Received an ‘A’ grade on two BRC audits

Senior Operations Manager (Lieutenant Colonel - Retired), US Army, Various Locations, April 2003 – July 2014

Military job experience includes leading organizations up to a 512-person battalion, safety, risk mitigation, hands-on training, budget creation/management, developing strategic marketing plans, asset management, material logistics, writing technical and leadership training, developing National recruiting and retention plans, program management, and creating strategic equipping/manning/sustainment plans. Most of my career focused on training, strategic plans and policy, and missile defense. Readily communicated on a National level with senior Military and civilian leadership to develop strategies to protect the United States.

-Increased training capacity of new and mid-level officers by 20% due to modifying curriculum at Army schools

-Improved strategies to manage air defense weapon systems that extended asset life for five additional years

-Reduced a $400MM Marketing/Advertising budget by $20MM using data analysis to best position resources

-Improved reliability of a National $60B missile defense system by 20% through predictive maintenance programs

-Exceeded safety expectations in combat through behavior-based safety; 13 month deployment with zero injuries

-Reduced U.S. forces in Kosovo by 20% by developing U.S. strategic policy for military personnel and equipment

-Improved asset management across Iraq through the use of analytical methods; reduced the work effort 25%

-Successfully planned/executed operations to defend Nation’s Capital and G8 Summit to prevent a 9/11 type incident from happening again

Other Relevant Experience

Facility Operations Manager, The Target Corporation, Distribution Operations, Tifton, GA, 2001-2003

Plant and Engineering Manager, The Clorox Company, Liquid Fill Manufacturing, Forest Park, GA, 1996-2001

Operations Manager (Captain), United States Army, Regular Active Duty, Various Locations, 1991-1996

Production Supervisor/Industrial Engineer, Shaw Industries, Carpet Manufacturing, Fitzgerald, GA 1989-1991

Co-op Engineer, Engelhard Corporation, Chemical Catalyst Mining and Processing, McIntyre, GA 1985-1988

I was a Regular Army Active Duty Officer after working with Shaw Industries. I left active duty but remained in the National Guard. While simultaneously serving in the Guard, I held civilian positions of increasing responsibility with a large manufacturing company and a regional distribution center where I was accountable for safety, quality assurance and control, budget development and execution, P&L accountability, raw and packaging procurement, human resources, process/project engineering, engineering management, maintenance management, preform/injection molding, filling, packaging, supply chain, warehousing and shipping. Led work forces of up to 250 employees at the plant manager level.


M.S. in Administration, Engineering Management Specialization, Central Michigan University, Mount Pleasant, MI, 1995

B.S. in Management Science, Industrial and Organizational Psychology Specialization, Georgia Tech, Atlanta, GA, 1989

Relevant Professional Training

Better Process Control School, British Retail Consortium (BRC) Understanding Requirements Course, Zero-Based Budgeting, Pareto Analysis, 5S, Lean Six Sigma (Green Belt), Kepner-Tregoe Root Cause Analysis, Occupational Safety and Health Administration (OSHA) manager’s course, Department of Defense Program Management, Maximo Administrator’s Course, U.S. Army Force [Asset] Management Course, DuPont Safety Program, U.S. Army Risk Management, U.S. Army Environmental Compliance, and Behavior-based safety systems. Numerous other progressive U.S. Army leadership and technical courses to include Joint Professional Military Education, Command and General Staff College, Ground Mid-course Missile Defense Officers course, PATRIOT Officer course, Avenger/Stinger Officers Course, C2BMC Operators Course and Space Operations Course. Proficient in Microsoft Office, SAP, various U.S. Army proprietary budget/program/maintenance management software, and Maximo/MEX maintenance management software.

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