Jim Hynes

**** ******* ** . 937-***-****

Lincoln, CA 95648 ac6xxg@r.postjobfree.com

Senior Level Manufacturing Manager

15+ Years Progressive Manufacturing Experience / Public & Private Corporations / Union and Non-Union Environments / High Growth, Turnaround, and Established Companies / Operations and Maintenance

Hands on participative management professional with progressive leadership experiences. A background in lean manufacturing has developed a passion for surpassing P&L goals by utilizing world class benchmarks and continuous improvement initiatives. Focus on safety, cost reduction, staff retention, employee relations, customer satisfaction, first time quality, and efficiency has lead to growth and improvement on all assigned key deliverables.

Professional Experience

AMCOR August 2014 – Current

Operations Manager Amcor Flexible Plastics Yuba City, CA

Oct. 2017-Current.

Responsible for managing salaried staff from safety, operations, maintenance, and engineering in a flexible packaging manufacturing facility with BRC certification. Manage and develop staff to grow in Lean Manufacturing principles. Report to General Manager concerning overall plant performance KPI’s in reference to safety, operational performance, maintenance, waste, and quality. Selected responsibilities:

Direct all operational and maintenance plant activities to ensure KPI’s goals are met at plant level in turnaround situation.

Ensure adherence to all plant safety, BRC, HAACP, GMP, SFQ standards.

Responsible for direction of all safety, operations, maintenance, engineering and facility functions for site.

Leader and participating member of multiple improvement teams incorporating two locations.

Championed SMED team resulting in 60% improvement on average changeover time.

Throughput improvements in manufacturing areas reduced customer lead time from 12 weeks to 4

Overall plant production increase by 15%

Lead root cause analysis teams to determine corrective actions for customer complaints and machine reliability.

DIFOT increased from 70% to 98% as a result of throughput improvements across all cost centers

PBIT of -700k/mo. to break even in 6 months

Participated in cross functional team to develop site budget and SOP’s for all stages of material flow.

Machine uptime improvements allowed reduction in plant run from 24/7 to 24/5.

Overtime reduced by 75% due to machine output improvements.

“Right sizing” staff in finishing department resulted in 30% department headcount reduction

7 Salaried direct reports and 60 hourly indirect

Capital expenditure project oversite

25% improvement in critical bottleneck daily output

Plant Manager Amcor Rigid Plastics Kailua-Kona, HI Operations

Aug. 2014-Sep. 2017.

Responsible for manufacturing, quality and cost from raw materials to end customer in injection mold beverage preform facility. Manage all staff to achieve highest levels of efficiency and profitability while maintaining strict safety and quality standards. Report out to all corporate level stakeholders concerning overall plant performance including budgetary adherence and profit/loss. Selected responsibilities:

Direct all plant activities to ensure key deliverables of Safety, Quality, Delivery and Efficiency are met.

Ensure adherence to all safety standards leading to 0 lost time and 0 recordable for 3 years

Responsible for direction of all operations, maintenance and facility functions for site

LEAN focused drive to excellence

Accountable for all P&L deliverables and plant KPI’s

Responsible for plant spending in order to achieve budget

Oversight and planning of all Capital Projects for site

Select, manage, develop, motivate, and mentor direct reports

Increased efficiency by reduction in mold change time from standard of 30 hrs to 12 hours.

Establish and qualify all new resin suppliers, new mold configuration and new product qualifications

Develop and adherence to overall plant budget

Generate optimized process standards for all products in facility.

Responsible for staff building including hiring, training, development, coaching and disciplinary actions.

Responsible for entirety of plant inventory.

Sole point of contact for customers and vendors on site.

Extremely focused on building and maintaining customer relations

SAP utilization

Ingersoll-Rand/Allegion May 2006-Aug 2014

Maintenance Lead Supervisor/ Planner Scheduler 2008-Aug. 2014

Directly responsible for the key deliverables of Safety, Quality, Delivery and Efficiency in Maintenance Department of large scale metal cutting and forming facility.

Implemented manpower reduction initiative by reducing manpower by 20% while maintaining 100% PM completion and acceptable response times on breakdowns.

Lead and work in multiple cross-functional Kaizen teams throughout plant to improve quality, safety, efficiency and productivity.

Manage the CMMS system for the entire facility.

Leader and team member of multiple 5S initiatives with Engineering, EHS and Operations.

Trainer of hourly and salary employees for Overhead Crane, Man-Lifts and Forklift Certification.

Developed and implemented plant wide TPM maintenance program as TPM administrator.

Functioned as Buyer for all maintenance department materials..

Schedule work to be performed across 3 shifts by directing the off shift Team Leaders.

Increased weekly completion rate of critical PM from 80% to 100% from 2007-2008 and maintained 100% PM completion for remainder of tenure.

Assist in the diagnosis of nonfunctional equipment and determine root cause issues.

Perform disciplinary investigations and issued corrective disciplinary action as warranted.

CMMS administrator for 600 employee facility

Increased uptime on critical equipment by 15% by implementing TPM program utilizing Autonomous, Preventative and Predictive Maintenance procedures

Increased Work Order completion rate by 60% using Planning model

35% improvement on critical equipment TAKT attainment directly resulting from increased uptime percentages.

Chosen to be the site representative for global team to establish corporate standard for TPM

Operations 3rd Shift Manager May 2006-2008

Direct manager of 3 salary supervisors, 40 hourly employees across 8 departments with 150 indirect reports.

Achieved a 16% improvement in efficiency for Door fabrication from 2006 -2008 by more effective manpower utilization

Achieved a 20% improvement in efficiency in frame roll process by more effective manpower utilization.

Directly responsible for the key deliverables of Safety, Quality, Delivery and Efficiency in Door, Small Part and Frame fabrication departments.

Effectively managed and improved cost centers reportable in multiple departments

Manage manpower overtime and job assignments while focusing on operational efficiency goals and cost cutting initiatives.

Perform disciplinary investigations and issued corrective disciplinary action as warranted.

Delphi Automotive Sep.2002-May 2006

Production Manager

Promoted to direct manager of 5 Salaried Lead Supervisors and 300 hourly indirect reports in TIER 1 supplier to GM Drum Brake machining and assembly areas with $75M annual sales and $14M manpower budget.

Directly responsible for the deliverables of P&L Safety, Quality, Delivery and Efficiency.

Responsible for the development and implementation of all continuous improvement initiatives.

Develop and maintain manpower schedules based on customer demands.

Facilitate daily meetings with production control, maintenance and engineers concerning all aspects of Safety, Quality, Delivery and Equipment.

Increased productivity by 28% in assembly department by enforcement of standardized work practices.

Developed and implemented Lean value stream pull system.

Developed and facilitated Stress Management class for all salary employees in 2000 employee facility.

Negotiate all grievance procedures with Local Union including 2nd and 3rd step grievances.

Effectively diagnose issues utilizing Six Sigma training

Reduced manpower by 35% and maintained ship schedule compliance.

Comply with QS9000 and ISO14001 standards

Traveled to customers and suppliers to address quality issues

Developed, implemented and trained employees on standardized work utilizing Motion Kaizen.

Education and Training

1996-2000 Kent State University Kent, Ohio

Major Electrical Engineering

2014-2016 University of Phoenix Phoenix, AZ

Bachelor of Science in Management

2018-Current Liberty University Lynchburg, VA

Enrolled Master of Arts in Executive Leadership

Additional Training

LEAN manufacturing

Gemba, Kaizen, 5S, Visual Factory, SMED, CI, SOP, 6 Sigma

Life Cycle Engineering Certified Maintenance Planner/Scheduler

CMMS management and administrator training by Microwest Corporation

TPM training including development and implementation

SAP

ISO, BRC, GMP, IMS, SFQ, HACCP

Continuous Improvement

6s implementation and development

Conflict resolution

Six Sigma Green Belt training

Workplace Violence Mitigation

Situational Leadership

Lean pull system implementation

Team building and motivational training

Workplace stress management

Operation Excellence training

Union/Non-Union Employee Relations training

Train the Trainer Overhead Cranes/Forklift certification

Contact this candidate