Mudiagan A. Benard

Address: *** ********* ***, *******, ** 30017

Email: ac94um@r.postjobfree.com

Cell phone: 678-***-****

LinkedIn: www.linkedin.com/in/mudiagan-benard-mba-5753a638/

SUMMARY OF QUALIFICATIONS

Strategic, versatile Plant and Production Manufacturing Manager with extensive experience driving safety, productivity, efficiency, and cost savings throughout all aspects of manufacturing and operations. Excels at implementing continuous improvement projects that optimize resources and increase associate ownership and accountability. Streamlines day-to-day operations and collaborates with cross-functional teams to identify problems and enact scalable solutions. Well-versed in leading TPM projects and OEE initiatives to deliver significant process improvements and reduce downtime. Trains and develops associates providing constructive feedback to enhance performance, productivity, engagement, and career advancement.

CORE COMPETENCIES

Project Management

Team Leadership

Change Management

Continuous Improvement

Root Cause Analysis

Lean Manufacturing

TPM Methodology

Technology Transfer

Training & Development

Problem Solving

Cost Savings Initiatives

Chemical Engineering

Strategic Planning

Materials Management

Logistics

PROFESSIONAL EXPERIENCE

Ecolab, McDonough, Georgia

Production Manager 2017 – Present

Oversee batch mixing and packaging lines for dish liquids, laundry detergents, and floor cleaners; streamlined operations and initiated process improvements to drive productivity, cost savings, quality, safety, materials management, strategic planning, and accountability. Developed training materials to improve associate problem solving skills and work competencies. Managed a team of 6 supervisors and 80 hourly associates.

Achieved 100% participation rate in monthly safety training initiatives; improved behavior-based safety and leveraged feedback to develop process improvements in collaboration with associates.

Initiated 5S project to establish a clean, well-organized production line.

Increased Overall Equipment Efficiency (OEE) from 35% to 65% within 3 months using TPM Changeover Reduction Route and decreased changeover and setup time by 50%. Consulted with production team to initiate corrective actions and improve proactive maintenance through checklists and audits.

Generated $185K in annual savings and reduced short performance losses by 60% through introduction of Autonomous Maintenance Step 1 Process on production casepacker equipment.

Implemented Vision Management System of production equipment as part of problem solving and root cause analysis techniques.

Standardized batch mixing procedures and directed equipment improvement projects to effectively increase product mixing efficiency by 20% and accomplished $200K savings in Material Loss.

Executed the launch of a new line of Fabric Softener for Institutional and F&B Division Business using new bio renewable raw materials creating an $850K savings in material cost.

Improved dish liquid detergent line yield from approximately 60% to 96% in collaboration with production team through RCA and implementation of improved mixing procedures.

Eliminated waste and non-value-added time while establishing a clean, organized, and well-maintained work environment through integration of Lean Manufacturing and TPM practices.

Established vendor managed spare part cabinets of production equipment on various lines to reduce access time by 90%.

Developed and implemented revamped preventive maintenance program to maintain 85% reliability for production equipment.

Logistics Manager 2016 – 2017

Charged with transforming the department through strategic change management initiatives to improve performance, productivity, and efficiency. Maintained oversight of Receiving, Shipping, Salvage, Recycle Process, and Materials Inventory departments. Managed 6 supervisors, 26 hourly associates, and 10 temporary associates.

Initiated 5S project to establish a clean, well-organized warehouse and accurately track inventory.

Introduced Just-In-Time (JIT) program in conjunction with planning and purchasing teams as well as vendors to decrease over stock and stock-outs and maintain 80% warehouse capacity.

Partnered with internal and external teams to decrease lead times and increase efficiency.

Negotiated agreements with equipment vendors and material suppliers resulting in $120K in annual savings.

Generated $75K in annual savings through managing sale of scrap pallets, cardboards, plastics, and obsolete materials as part of improved recycling program.

Maintained inventory discrepancy at 2% and DIFOT at 98% by effectively coordinating finished goods master schedule and delivery of products from plant warehouse to 3PL.

Created process ownership for day-to-day warehouse SAP transactions thereby increasing responsiveness, decreasing cost, and improving warehouse inventory accuracy by 18%.

Reduced days of inventory by 20%. Success attributed to improved controls, leveraging the ERP (SAP) system and implementing a new SOP process.

Trained and coached associates on behavior-based safety, near miss, and safety training initiatives achieving a 96% monthly participation rate.

Reliability Manager 2015 – 2016

Managed a 3-shift maintenance team comprising 12 maintenance technicians, 3 leads, a controls technician, and a parts clerk. Leveraged process improvement tools, root cause analyses, and TPM initiatives to deliver improved equipment reliability, integrity, and OEE. Conducted root cause failure analyses to identify problems and implement corrective actions to mitigate failures and reduce downtime.

Coached and trained department on safety initiatives resulting in 100% increase in safety engagement and 95% reduction in work incidents.

Implemented annual Preventive Maintenance of Plant Utility Equipment, decreased breakdowns by 90%.

Facilitated the installation of a $2M Cooling and Heating Skid for mixing processes that improved heat transfer by 40%.

Championed a Preventive Maintenance TPM Pillar project team leading to 40% increase in production line OEE and 28% increase in production output while slashing availability and performance losses by 50%.

Introduced shop maintenance program including standard work and routine tasks for maintenance techs; trained associates on basic troubleshooting and repair to increase accountability and ownership while significantly reducing downtime and improving OEE.

Established metrics for department performance and tracked work completion rates using CMMS.

Implemented inventory of equipment critical parts to reduce purchase lead time.

Maintained $175K monthly department budget and controlled costs to effectively manage expenses.

Senior Process/Project Engineer 2013 – 2015

Assumed a newly created role to provide technical leadership and engineering support for the mixing and packaging of commercial dish liquids, laundry detergents, floor cleaners, and sanitizers. Developed and implemented diverse safety, continuous improvement, and quality control processes and procedures. Cultivated increased safety awareness and improved accountability across production lines.

Spearheaded a $1.8M technology transfer project to increase production by 6M pounds on the Solid Line; completed project $600K below initial cost through execution of Lean Six Sigma methodologies. Evaluated equipment to salvage or sell and purchased new equipment with improved reliability and functionality.

Designed and installed a $100K CIP system for cleaning and sanitation of Solid Line process equipment resulting in 20% reduction in labor and decrease in process cycle time from 12 hours to 8 hours.

Increased OEE to 60%, enhanced productivity by 20%, reduced downtime by 30%, and realized $300K in annual savings through initiating TPM for Solid Line Downtime Team.

Decreased Total Recordable Incident Rate (TRIR) by 60% through instituting behavioral-based safety practices and addressing immediate safety concerns. Formed safety committees to discuss near misses and implement improved processes and procedures.

Directed installation of $1.2M Solid Line Filler to eliminate product loss and decrease line setup.

Served as Project Manager for $480K capital project to install electric dock plates and increase warehouse racking shelves for capacity.

Managed installation, training, and technical support for $500K Semi-Automated Tote Filler and Pigging System Line for chemical raw material offload process effectively eliminating material loss from tankers and detention costs while generating $140K in savings.

Accomplished operations excellence in sustainability efforts by reducing water consumption in Mixing Processes by 80MGal, saved $580K in water, waste water expenditures, and material loss.

ADDITIONAL PROFESSIONAL EXPERIENCE

SNF Chemtall Inc., Riceboro, Georgia

Production Foreman/Production Engineer 2010 – 2013

Production Supervisor/Production Engineer 2006 – 2010

Georgia Institute of Technology, Atlanta, Georgia

Student Project Engineer 2002 – 2005

PROFESSIONAL DEVELOPMENT

Operations Excellence Lean Six Sigma

SAP Enterprise Business System (EBS)

TPM Methodology

SafeStart Certification Workshop

Dale Carnegie Leadership Training: Effective Communications and Human Relations

The Twelve Danger Zones for a Supervisor and How it Impacts an Organization

Root Cause Analysis and Incident Investigation

Process Safety Management (PSM) and Process Hazard Analysis (PHA)

Certified Incident Commander and Confined Space Rescuer

Hazardous Waste Operations and Emergency Response (HAZWOPER) Training

EDUCATION & CERTIFICATION

Master of Business Administration in Operations and Supply Chain Management, 2018

Southern New Hampshire University, Manchester, New Hampshire

Bachelor of Science in Chemical Engineering, 2005

Georgia Institute of Technology, Atlanta, Georgia

TECHNICAL PROFICIENCIES

Microsoft Project

Microsoft Exchange

Microsoft Office Suite

Visio

InfinityQS ProFicient SPC

PowerSteering Project Database

ERP

SAP

CMMS

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