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Manager Plant

Corvallis, Oregon, United States
April 22, 2019

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Oregon Beverage Recycling Cooperative Portland, OR

Plant Manager August 2018 – March 2019

Bottle recycling

Responsible for a three shift 24/7 recycling facility converting millions of beverage containers to recyclable material.

Implement safety systems and controls

Manage budget, hiring, dicipline and creating visual controls for the factory.

Stepped into a plant in crisis and helped it get back on track.

ATI (specialty metals manufacturer) Millersburg, Albany & Salem, OR

Sr. Leader Operations-Cast Products Salem Ops April 2012 – April 2018

Aerospace machine shop.

Responsible for manual machining, shipping/receiving, welding, assembly and blending operations.

Created visual management systems for each department.

Implemented standard work procedures and audits.

Upgraded rolling stock inventory.

Used 5S to improve department organization.

Trained entire plant on the use of Improvement KATA, SLAM and other CI tools to improve and change the safety culture.

Operations Manager-Melting – 34th Ave. October 2015- December 2016

Fabricate Titanium ingots for aerospace and commercial markets

Responsible for all P&L and operational functions for three shifts, 7 day operations. 70 union employees.

Stewarded the melting plant through an 8-month union lock-out. Ran the plant, safely, with temporary relief workers. Then reintroduced the union workforce and got back to full production, again, injury free.

Redesigned conveyor system for making Ti compacts saving enough lost materials to reduce scrap from 15% to <1% and improve product quality with an ROI of 3 months.

Redesigned processes to meet aerospace customers’ quality requirements.

Operations Manager-Extrusion - Specialties Alloys & Components October 2013- October 2015

Manufacture tubing, bar and pipe for the aerospace, commercial and medical markets.

Responsible for all P&L and operational functions for three shifts, 7 day operations. 65 union employees.

Converted titanium, zirconium and hafnium into billets and then extruded and processed them into tubing, pipe and bars for use in aerospace, commercial, nuclear and medical markets.

Redesigned the value stream process by removing several non-value add steps, decreasing the overall inventory by 25%.

Reworked safety protocols for working with Hydrofluoric acid making the job more efficient and safer.

Co-chair for the Joint Health, Safety & Environmental Committee – Millersburg

Area Supervisor-Melting April 2012-October 2013

Responsible for all P&L and operational functions for three shifts.

Managed 73 employees, including 5 direct reports. Set annual goals and weekly objectives and coached employees regarding their specific career paths.

Using LEAN tools reduced material flow from >3 miles per ingot to <1 mile.

Achieved over 365 days without a recordable injury by changing the safety culture and creating employee engagement.

Co-chair for the Joint Health, Safety & Environmental Committee – 34th Ave.


Co-Owner - Process Improvement Consultant Sept.2009-July 2012

MedPlast Phoenix, AZ

Operations Manager January 2010 – January 2011

Custom injection molder and mold builder. Supply to the medical and commercial markets. Thirty injection machines from 55 ton to 610 ton plus 2 shot. Blow molding and secondary assembly.

Responsible for scheduling, maintenance, warehousing, shipping & receiving, purchasing and material control.

Managed 75 employees, running 24-hour production.

Developed, installed and operated two separate automated assembly programs for customers, integrating the molding and assembly into a single cell.

Redesigned and implemented operations workflow to utilize one-piece flow, improving through-put and quality, achieving over $1mm in cost reductions.

Mastercraft Companies

Acting Plant Manager January 2010 – September 2010

Custom injection molder and mold builder. Supply to the commercial, industrial and medical markets.

Responsible for 24/7 production, scheduling, maintenance, warehousing, shipping & receiving, purchasing and material control.

Negotiated a favorable temp services contract for trialing and hiring labor. Saved over $20k in first year.

Conducted a product analysis, purchased, set up and trained employees on two new injection machines that produced more product with better quality allowing company to add $3mm in sales.

Replaced unreliable water temperature control system with new automated control system.

DINE, INC. Oregon

Owner May 2002 – April 2008

Owner of six franchise restaurants. Located in five cities within Oregon and generating over five million dollars in annual sales with 125 employees.

Standardized the front of the house operations allowing servers to freely move from store to store while maintaining the same standard of service.

Redesigned the flow of the kitchens employing LEAN principles and One-Piece Flow.

Automated cash management system finding flaws and greatly reducing internal theft.

Developed an automated ordering system reducing the process time by half.

Designed and implemented a management incentive system that both increased managers pay and improved the restaurants bottom line.

Developed and provided employee training for the other 21 stores in the chain on a contract basis.


General Manager January 1994 – April 2002

A custom molder of precision plastic injection molded parts for electronics/telecommunication, healthcare and automotive customers.

Responsible for full P&L, all daily activities, long term planning and customer satisfaction.

Oversaw the construction, equipping, and startup of a 94,000 sq.’ state of the science injection molding facility. Facility included 10,000 sq.’ toolroom, 4 machine technology center, metrology lab, engineering department and two class 100,000 cleanrooms holding 31 machines (from 85 to 300 ton).

Recruited and hired all staff for 24/7 production

Managed 150 employees with 7 direct reports.

Grew and managed Sales from zero to $20 million in three years.

Created a One-Piece flow facility.

Achieved ISO 9002 in 13 months.

Worked closely with sales to meet customer expectations and recruit new customers.

T.H. MOLDING CORP. (Rain Bird Sprinkler) Azusa, CA

Plant Manager April 1988 - February 1991

Responsible for all daily activities, full P&L, long term planning and meeting customer expectations.

Grew from $4 million in sales to $10 million in 3 years.

Went from annual loss to 22% profit. Increased from 25 to 32 machines.

Converted from 5 days to 7 day a week operation.

Managed 160 employees.

Introduced automation (robots and material handling) to the molding process improving yield by more than 50%.

Added material drying systems and gravimetric blending equipment and automatic clamping systems that reduced changeover time by half.

Spec’d, Installed and trained MATTEC plant monitoring & scheduling system. Real-time monitoring and control of the plant equipment.

Spec’d, purchased and installed a semi-automated mold storage system (Stanley-Vidmar) that secured, organized and protected our more than $30mm inventory of production molds.


Oklahoma City University Oklahoma City, OK

Bachelor of Science: Business Management

New York University - Injection Molding Course

Ohio State University - Certified Lean Manager

APICS Certification

SPI Pacific NW Chapter board member

Dr. Edwards Deming Seminar

Motorola Quality Supplier Review (QSR)

GE Sharing the Knowledge (Train the Trainer)

Society of Organizational Learning - Core Course

Board of Directors Corvallis Area Chamber of Commerce

Member of the Boards of Directors: Nypro Colorado, Iowa, Ireland, Wales & Puerto Rico

Lean Thinking and Implementation – Tom Fabrizio

OSHA and Your rights - Snell & Wilman

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