Madison, MS. 39110
Phone: 662-***-****; firstname.lastname@example.org
EDUCATION: BSME, Vanderbilt University, 1990
Darling Ingredients, Byram, MS 4/2015- Current
Assistant General Manager/Plant Manager (2015- Current)
In Charge of manufacturing and maintenance activities throughout the company’s largest rendering facility. Team included 9 salaried direct reports and 75 indirect hourly personnel spread over two, 12 hour shifts. Responsible for HACCP, eGMPs, sanitation programs and compliance.
Development of employee training matrix to visual indicate training needs and develop plan to cross train within classification to increase flexibility and reduce total budgeted work hours.
Development of equipment oil replacement schedule based on oil analysis to eliminate premature costly synthetic oil replacement schedule, while improving visibility of equipment gearbox condition and reducing needed inventory of these large capital items.
Development of maintenance project/activity planning and tracking worksheet, which tracked maintenance items completed and projected items need to be completed. In process, has determined life cycles for multiple items, and is a precedent for predictive maintenance program. This tracking mechanism has already helped improve equipment uptime by 12% over the course of one year.
Initiated 5S program to improve visual management and employee moral.
Nissan North America, Canton, MS 1/2011 – 3/2015
Production Control Manager (2014-2015)
Responsible for team managing the vehicle flow throughout the 1.5M square foot facility. Team includes 11 salaried employees spread over three shifts. Responsible for sequential flow of vehicle production, management of vehicle mix, and coordination of parts deliveries from local suppliers.
Revised vehicle body reinsertion process, virtually eliminating downtime due to oversights.
Through cross functional teamwork and improved exception management, increased SSAR (Schedule compliance) 5% from 83% to 88% over six month period.
Through use of DMAIC process and cross functional teamwork, improved full body scrap by 11.2% over six month period
Trim and Chassis Manager, Truck System (2012-2014)
In charge of manufacturing activities in area with 4 cost centers and 100+ employees. Responsible for all aspects of operations within area including safety, productivity, customer service, budget, scrap, production scheduling, training, and operational improvements.
Joint responsibility for manufacturing launch and SOP (start of production) of the Frontier and Xterra transfer from Smyrna Tennessee plant.
To increase production volume, was asked to help start new manufacturing night shift. Productivity on new shift matched established shift within first month.
Through use of DMAIC process and led cross functional teamwork to reduced DPU (defects per unit) by 15% in three months from launch.
Trim and Chassis Manager, Light Commercial Vehicle (2011-2012)
In charge of manufacturing activities in area with 6 cost centers and 120+ employees. Responsible for all aspects of operations within area of auspices including safety, productivity, customer service, budgetary, scrap, production scheduling, training, and operational improvements. Launch Manager.
Joint responsibility for manufacturing Launch and start of production of first of the kind Light Commercial vehicle at Nissan.
To increase production volume, initiated new manufacturing Night shift. Productivity and quality surpassed established shift within two months, despite newer, less experienced employees and supervisors.
Eaton Aerospace, Jackson, MS 3/2007 – 12/2010
Manufacturing Manager/Team Leader
Responsible for all manufacturing activities within cost center with 23 union hourly employees. Responsible for all aspects of operations within area of auspices including safety, productivity, customer service, budgetary, scrap, production scheduling, training, and operational improvements.
Improvement of financial performance through over $550K of cost reduction/avoidance projects.
Through Lean activities, improved productivity metric by 18% from period of 1st quarter 2007 to end of 2009 (gap improvement)
Through operational improvements, employee involvement projects, and Lean initiatives, improved First Pass Yield from 89% (1st qtr 2007) to 91%, a gap improvement of 18%
Belden, Inc., Richmond, IN 4/2005 – 12/2006
In charge of manufacturing activities in area with 3 cost centers and 120+ employees. Directly responsible for 10 direct reports. Responsible for all aspects of operations including productivity, customer service, cost of business financial responsibility, scrap, quality, production scheduling, training, maintenance and safety.
Increased productivity by 10% from 2004 4th qtr results through workforce reorganization.
Reduced area scrap rate to 1.03% from 1.22% during course of 2006.
Trex Company, Winchester, VA 11/ 2004 - 3/ 2005
Manufacturing Production Manager
In charge of team that implemented inventory management and Kan Ban processes in manufacturing. Led team that focused on packaging process and brand image improvements. In charge of staffing, specifying and procurement of production support equipment for new manufacturing site.
Led packaging improvement team that recognized over $200k in cost avoidance while improving brand image.
Duracell USA, Cleveland, TN 9/1995 – 11/2004
Lean Enterprise Department Manager/Productivity Project Manager (2003- 2004)
Coordination of Lean Enterprise activities relating to manufacturing improvements/productivity. Manage, prioritize and implement major productivity projects which substantially impact plant financial performance. Major initiatives include implementation of Autonomous Maintenance, Manufacturing Intelligence program, Visual Management, and Manufacturing Line Speed Increase/optimization project. Promoted 4 times in 5 years.
Managed a SMED team to reduce change over time on a secondary packaging line. Analyzed current baseline tasks, developed a plan to streamline tasks and modified equipment for quick change tooling. Result: Change over time was reduced 47%, saving $35,000 annually in labor costs.
Reduced MRO spare parts inventory by 10%.
Manufacturing Department Manager (2000-2003)
In charge of quality and equipment maintenance activities in a highly automated packaging operation. Directly responsible for 3 production managers, 220 employees, and the maintenance of manufacturing schedule and financial accountability of 11 cost centers. Wrote production and equipment maintenance schedules and ensured safe work methods.
Coordinated the restructuring of an employee workforce due to automation at a manufacturing plant. Developed cross-functional teams to analyze all positions, reclassified positions and determined the number of employees needed. Result: Reduced the number of job classifications, reduced hourly non-exempt employees by 25% and decreased labor costs $2 million annually.
Initiated Mechanic Operator concept in packaging plant to reduce indirect headcount by 40% while improving line maintenance coverage.
Manufacturing Production Manager (2000)
In charge of manufacturing activities in 6 cost centers. Direct responsibilities for 6 supervisors, employee productivity, performance and scrap indicies, maintenance, production schedules and financial accountability for 6 cost centers. Wrote production schedules and ensured safety and key indicator compliance.
Led a scrap reduction project for a manufacturing company. Prioritized leading scrap issues, analyzed equipment to determine cause of scrap, developed a corrective action plan and delegated tasks. Result: Reduced scrap rate on packaging lines from .81% to .06%.
Maintenance Manager (1999)
In charge of manufacturing maintenance processes at cell production plant. Responsible for equipment maintenance, coordination and scheduling of equipment shutdown and preventative maintenance projects and equipment installation. Maintained equipment downtime records and managed corrective action procedures.
Conducted FMEAs on equipment in performance critical areas. Revised Preventative Maintenance programs.
Initiated the implementation of Reliability Centered maintenance, TPM, Autonomous Maintenance, and predictive technologies.
Production Supervisor (1998-1999)
In charge of manufacturing activities, ensured quality and utilization targets were met and motivated employees. Responsible for supervising 30 production associates, maintaining OSHA/EPA compliance, initiation/completion of cost reduction measures, scrap and budget control.
Senior Project Engineer (1995-1998)
In charge of large capital projects. Responsible for developing specifications, managing design, administering project execution and managing installation and set-up of capital equipment. Managed project execution, managed cost/budgets and oversaw project progress.
Developed and implemented a major packaging automation project for a manufacturer. Developed and engineered the system, formulated project specifications, coordinated installation/project schedules and managed equipment start-up. Result: Reduced annual labor costs $1 million, increased equipment capacity 17% and eliminated $2.5 million in new equipment purchases.
Managed project to refurbish, automate and the startup of 11 packaging lines.
United Parcel Service, Jackson, MS 1988 - 1995
In charge of facilities maintenance, operational improvement projects and environmental and ADA projects. Responsible for maintenance and facilities/housekeeping budgets, maintenance of equipment/facilities and 3 employees. Ensured adherence to facilities and housekeeping budgets.