L. Andrew Shively

***** ********* **.* Union Ky. 41091 * 859-***-**** *ac8csq@r.postjobfree.com

OPERATIONS/Continuous Improvement/MANAGEMENT

Strategic Planning / Resource Allocation and Optimization / Process Improvement &

Lean Implementation / Staff Development / Coaching and Mentoring

Results oriented management professional with experience steering and directing all aspects of operations; budgeting, personnel mgt., process improvement, line flow optimization and maintenance effectiveness. Collaboration with both salary and hourly groups to meet organizational objectives. Proficient in delivering comprehensive analysis and reports to facilitate proposed improvement plans.

Intuitive leader guiding & building cross-functional teams; training, coaching, and motivating staff to achieve and sustain manufacturing improvements. Possess strong interpersonal and communications skills; proactive in establishing operational objectives through collaboration with department team and communication of needs to executive level management.

OPERATIONS AND MANAGEMENT STRENGTHS

Process Redesign / Change Management Cost Analysis and Reporting

6-Sigma Application Team Building and Retention Initiatives

Overall Equipment Efficiency “OEE” Total Productive Maintenance Initiatives

Five Y and Formal Failure Analysis World Class Manufacturing Strategy

Lean Manufacturing Concepts Task Analysis/Process Standardization/Problem Solving

Equal Employment Opportunity OSHA, FSQ, GMP, FDA Policies and Practices

PROFESSIONAL EXPERIENCE

Dorman Products Warsaw, KY

Outbound Operations Manager (2015 – 2019)

In an after-market auto parts order filling and shipping environment as Operation Manager responsibilities included maintaining inventory accuracy of 30,000 plus SKUs, the development of tactical and strategical initiatives to meet efficiency levels satisfying customer demands. With a work force of 300+ employees, operating 4 shifts, 7-days, met demands by processing and shipping a monthly average of $38 million in sales with an operational budget of $1.6M

Selected Contributions

• Exceeded goal of 97% order accuracy achieving 99.8% in 2018

• Reset of department structure to utilize leadership talent and drive collaboration across shifts

• Utilization of Lean tools and Operational Excellence model provided efficiency gains allowing for a 13% reduction in FTEs

• Focus Improvement Teams established having a positive impact on OSHA recordable rate, internal and external DPM, material cost, order delivery, and employee engagement.

Schwans Food Manufacturing Florence, KY

Production Manager (2011 – 2015)

Responsible for meeting KPIs for a 3-shift operation of frozen dough pizza lines. Three areas of operation included bakery, topping, and packaging. Performance success measured by employee and food safety, product quality with utilization of statistical process controls, establishment of line rates to meet scheduled attainment, and material and labor cost to budget. Exceeded set goals through collaboration with support departments and team engagement.

Selected Contributions

• Team development and cross training of personnel in all areas of the operation

• Total $2.7 million cost saving to budgeted plan for 2012

• 112% to costed line attainment for 2012

• Material cost savings achieved through process controls and improved equipment efficiencies.

PROFESSIONAL EXPERIENCE Continued

Schwans Food Manufacturing Florence, KY

Continuous Improvement Manager (2007-2011)

Provided guidance and support to all levels of the organization in identifying areas for improvement and the utilization of lean tools and OPEX methods to achieve objectives. With a focus on non-value-added activities, improved manufacturing processes, and guided employees in choosing the right tools to achieve sustainable improvements. Engaged associates in problem solving using root cause analysis and data collection to make fact-based decisions required for continuous improvement.

Selected Contributions

• Development of training materials introducing Lean tools and methods designed to identify and improve manufacturing processes.

• Initiated the use of subject matter experts forming “focus improvement teams” to address improvement in attainment, material usage, and process flow.

• Deployment of employee suggestion program designed to engage the work force in continuous improvement. Resulting in 1.4 million dollars in savings through implemented suggestions from hourly employees for fiscal 2009.

• Implementation of Performance “Data Pack”; listing Key Performance Indicators, identifying base line performance and establishing improvement goals and objectives for line management teams

Miller Brewing Company Trenton, OH

Packaging Work Group Manager (2006 to 2007)

Provided direction to a 30-member team and implemented effective staff and resource management strategies across a 3 shift 24-hour operation. Ensured the maximum efficiency of the operation while maintaining compliance with established safety, quality, material usage, and scheduling guidelines in line with World Class Manufacturing Strategy. Effectively aligned various internal and external resources in order to ensure a high-quality product, and achieve organizational goals. Implemented maintenance practices to ensure compliance with Good Manufacturing Processes.

Selected Contributions

• Effectively oversaw diverse team in managing $15M in equipment, producing 60,000+ cases of finished product daily

• Introduced WCM concepts to enhance daily operations and establish ownership of improvement processes

• Implementation of maintenance planning process that involved floor technicians in decision making

• Conducted capability studies to determine machine and line flow opportunities

Schwans Food Manufacturing Florence, KY

Maintenance Planning/ Continuous Improvement Manager (2005 to 2006)

Ensured that effective preventative maintenance plans were in place and executed on a daily, weekly, and monthly basis. Assumed role as team leader with goal to establish a predictive maintenance program, leverage resources to conduct proper analysis, and strategic planning to drive continuous improvement through process change. Worked closely with line supervisors to identify equipment reliability concerns and set priorities to improve.

Selected Contributions

• Responsible for the initial selection of personnel and establishment of planning department

• Leader for a team which was instrumental in implementing TPM program through teaming Maintenance Technicians with Production Operators

• Established tracking system to determine top three causes for equipment failure on each production line to ensure proper allocation of resources

• Recruitment of necessary resources to conduct waste improvement studies on the manufacturing floor which resulted in increased yield with a reduction of $2,000,000 in waste annually.

Schwans Food Manufacturing Florence, KY

Second Shift Maintenance Manager (2001 – 2005)

Managed technical team of 67; successful at developing a cohesive team that effectively managed the overall equipment efficiency of a five-line food manufacturing facility. Established cross functional team of maintenance technicians and operations personnel to drive total productive maintenance.

Selected Contributions

• Served as team leader to review maintenance processes and procedures, providing recommendations to senior management

• Identified process improvement opportunities and utilized outside resources to improve cycle time and increase production

• Improved machine reliability through the use of Formal Failure Analysis and the engagement of technicians in determining root cause and implementation of solutions identified during process

PROFESSIONAL EXPERIENCE Continued

Schwans Food Manufacturing Florence, KY

Learning and Development/Continuous Improvement Manager (1998 – 2001)

Served as senior staff member with responsibility for directing Learning and Development activities for 1100+ employees. Established Leadership, Diversity and Technical training programs to meet the needs of the diverse work force.

Served as improvement coordinator on line improvement projects while acting as committee leader on capital projects designed to improve efficiencies of the manufacturing process.

Selected Contributions

• Introduced Learning and Development modules specific to the needs of salaried personnel with the assistance of the University of Cincinnati Learning and Development Program.

• Created In-house Diversity and English as a Second Language programs to meet the needs of the diversified work force and promote diversity in the workplace

• Established line improvement teams with a focus on machine capability and line flow

• Identified opportunities and sustained improvement in safety, quality, and costs

Schwans Food Manufacturing Florence, KY

Second Shift Operations Manager (1996 – 1998)

Responsible person for efficiencies of second shift operations with focus on five key performance indicators; safety, quality, cost, speed and people. Assessed daily activities and processes while working with an on-shift management team to implement process changes. Established pre-shift meetings with production associates to communicate previous days performance and discuss manufacturing objectives for the day. Implemented concepts to drive ownership by floor level associates and build self-directed work teams.

Selected Contributions

• Established KPIs to measure performance against goals and identify areas for improvement

• Implemented change in management structure to better align individual skills with manufacturing processes

• Initiated cross training in key areas of the operation resulting in improved utilization of manpower

Schwans Food Manufacturing Florence, KY

Human Resources Generalist (1992 – 1996)

Performed as liaison between senior management and floor level personnel; focus on establishing clearly defined policies and procedures around employee performance. Provided guidance to management personnel when dealing with employee performance insuring consistency and compliance with state and federal regulations.

Selected Contributions

• Served as committee chairmen for the design and implementation of Employee Handbook.

• Created job descriptions and essential functions for all positions within operations and maintenance.

• Performed as employee relations coordinator; relaying employee concerns to upper management, serving as mediator to resolve issues.

Positions Prior to 1992

• Burke Marketing Research (1989 – 1992)

Recruitment and Selection Manager

• Superior Building Services (1987 – 1989)

Operations Manager

• People Express Airlines (1983 – 1987)

Operations Manager

• Precision Tuner Service (1975 – 1978)

Operations Manager

EDUCATION

Indiana University Bloomington, IN

Bachelor of Science in Personnel Management/Labor Relations Law, May 1983

CERTIFICATIONS AND ORGANIZATIONS

Marshall Institute

Certification in Total Productive Maintenance

Certification in World Class Maintenance Strategies

University of Kentucky

Certification in Lean Manufacturing Strategies

Kentucky Manufacturing Assistance Center

6-Sigma Black Belt Certification

Schwans University

Certification in Hazard Awareness and Critical Control Points (HACCP)

Development Dimensions International (DDI)

Certification as Training Facilitator

TECHNICAL PROFICIENCIES

• Proficient in Microsoft Office (Word, Excel, Power Point, Access, Outlook)

• Web and Tech savvy

• Proficient in the use of SAP for business operations

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