Plant Manager/Project Engineering Manager
Resume:
Jarvais A. Wilson
Charlotte, NC 28269
**************@*******.***
PROFESSIONAL SUMMARY
Proven change management leader focused on safe work practices, effective communication, data analysis, and
operational improvements to enhance daily operations. Organized contributor with the proven ability to deliver results,
productivity, and quality improvements while ensuring customer on-time delivery. Proven areas of expertise include:
Safety First Leadership Data Analysis
Root Cause Problem Solving Project Management
Lean Manufacturing Operations Management
Customer Service DMAIC Methodologies and Principles
Visual Management Value Stream Mapping
Project Management Institute Six Sigma Trained
PROFESSIONAL EXPERIENCE
GREIF, Inc. – August 2007 – Present (Industrial Packaging Manufacturer)
Manager, Project Engineering – Fibre (September 2012)
• Leads and manages product line engineering and tech service staff.
• Provides technical guidance, project management, support and oversight for plant facilities, equipment
and tooling specifications, design, development, acquisition, installation, maintenance, repair and overhauling.
• Continually evaluates plant engineering requirements, recommending changes and modifications as
required to ensure optimal efficiency, safety and sustainability.
• Coordinates with the internal resources to develop safe procedures and ensure equipment safety
upgrades are made as needed in the plant network.
• Communicates, facilitates and coordinates activities and commitments with other departments and
functions.
• Leads product line BDP team and is a champion for idea sharing across the global product specific
network.
• Communicates with and provides technical assistance as needed to licensees.
• Develops and tracks project scope, tasks, resources, budgets and schedules. Conducts project review
meetings and prepares project status reports.
• Supports annual budget preparation and monitors budget for the product specific engineering group.
Participates in SBU planning sessions for capital expense, operational improvements and strategic growth.
• Supports Greif’s Maintenance Excellence and Lean Manufacturing initiatives through the product
specific network.
• Develops and manages equipment suppliers and third party engineering relationships.
• Directs engineering activities of third party engineering resources for facilities, equipment and tooling,
including design, build, installation and servicing.
Plant Manager (October 2010 – January 2013)
• Manage daily operations of the Warminster PA steel drum manufacturing/fabrication non-union facility
• Managed a reduction in medical case injuries from ten medical cases in 2010 to three medical cases in
2011
• Develop fabrication and manufacturing cost improvements for stamping, cutting, and welding processes
• Develop and ensure a Safety First culture within organization and facility
• Achieved cost savings in excess of $850k in the areas of labor utilization, scrap reduction, and process
improvements
• Managed ten Kaizen events in 2011 focused on safety and process flow improvements
• Analyze and review financial, statistical and trend analysis reports via Profit and Loss Statements
• Achieved plant OEE improvement from 71% in 2010 to 83% in 2011
• Achieved Units per Man Hour improvement from 10.8 in 2010 to 12.64 YTD in 2012
Lean Manufacturing Specialist (June 2009)
• Supported Greif, Inc. and facilities located in Englishtown NJ, Warminster PA, and Hazleton PA as
related to the implementation of lean manufacturing and continuous improvement processes
• Supported cost savings of $1.4 million across three facilities in the areas of labor utilization, process
improvements, and scrap reductions
• Instituted supermarket pull systems, visual standards, and autonomous maintenance programs
• Served as expert related to lean manufacturing and its application within Grief IPS North America
• Facilitated Center of Excellence training and plant continuous improvement events
• Conducted training and preparation of training modules to enhance key lean principles
• Leverage experiences and implement best demonstrated practices across the business units within Greif
worldwide
Plant Superintendent/Continuous Improvement Manager (August 2007)
• Managed operation’s related to the production of Industrial Packaging with direct reporting of two (2)
production supervisors, one (1) purchasing group leader, one (1) shipping group leader and 60 union production
associates
• Managed the execution of the Greif Business System and work closely with Charlotte personnel to ensure
compliance
• Collaborated with Plant Engineer, Customer Service, and Plant personnel to ensure plant equipment
remains capable and available
• Managed Lean Process/Continuous Improvement Activities to generate cost savings in excess of $640k
• Led and assisted in problem solving meetings focusing on areas of opportunity determined by associates
or trends within the plant
• Implement Lean Systems to include Kanban, Visual Management, and TPM programs
• ISO Internal Auditor
Cummins Turbo Technologies – February 2007 – August 2007 (Diesel Engine Component Manufacturer)
Mid-Range Operations Leader
• Managed operation’s related to turbocharger manufacturing for mid-range vehicles consisting of four (4)
area operation managers, and 220+ non-union production associates
• Implemented FIFO systems, bar coding of turbos for delivery accuracy, and SMED projects for
changeover reductions
• Led cost reduction improvements in turbo charger machining and assembly areas
• Managed Six Sigma Black Belts efforts for 50% reduction of turbochargers scrap
• Reduced inventory variances by $350k
• Instituted on-time delivery tracking mechanisms for process improvements
• Prepared all operational updates and provided plant-wide analysis of operational improvements and key
process indicators
• Instituted Lean Manufacturing concepts and establish value stream mapping, flow diagrams,
supermarket Kanban, and visual management triggers for upstream processes
Diebold - July 2006 – December 2006 (ATM Manufacturer)
Production Manager
• Managed operation’s related to ATM manufacturing with direct reporting of six (6) production
supervisors, and 400+ non-union production associates
• Ensured quality of purchased machined parts and fabrication materials
• Reduced past due units totals (average $20k per unit) from 250 (August 2006) to 0 (December 2006) by
establishing process controls, and Kanban visual management systems through Lean Manufacturing initiatives
• Improved On-Time Delivery Percentages from 77% to 100% with implementation of Set Aside Unit to
Ship Process
• Integrated visual management for ATM process flow improvements
• Integrated Root Cause Problem solving teams across all process sub-groups for process and quality
improvement efforts
• Trained supervisors and operators on Lean manufacturing principles and plant key performance
indicators
Accellent Endoscopy - March 2005 – July 2006 (Medical Device Manufacturer)
Production Manager
• Managed operation’s related to medical tubing manufacturing and assembly in Collegeville, PA and stem
tubing manufacturing and assembly in South Plainfield, NJ comprised of nine (9) production supervisors, (1) site
manager, and 260 non-union production associates
• Managed P&L Accounts for Collegeville Manufacturing and South Plainfield Operations
• Consolidated operation’s for stem manufacturing located from South Plainfield, NJ to Collegeville, PA
• Reduced Recordable Incidents from eight in 2005 to one in 2006
• Managed drawing, annealing, forming, cleaning, fabrication and machining departments for commercial
and medical tubing manufacturing
Tyco Healthcare - October 2000 – March 2005 (Medical Device Manufacturer)
Production Superintendent
King of Prussia, PA (May 2003)
• Managed all operations relating to Sanitary (Feminine Hygiene) manufacturing consisting of (4) shift
supervisors, (3) manufacturing engineering technicians, and (227) non-union production associates
• Implemented 4-shift production operation (3-2-2) from a 3 shift operation to accomplish increased
demands
Camden, SC (July 2002)
• Managed all operations and performance of (4) shift managers, and (61) non-union production associates
in Yarn manufacturing
• Achieved a RIR of 0.00 in Yarn Manufacturing
• Managed 5S, Kanban, and SMED implementation project related to potential savings of $250k
• Provided back-up support to the Plant Engineer
Maintenance Superintendent, Facilities Supervisor (October 2000)
• Managed the performance of (1) maintenance engineer, (11) maintenance specialists, (1) maintenance
trainee, (22) mechanics, (3) custodians, and (3) storeroom attendants
• Managed capital projects for a $55k Kutter Gauze Equipment Upgrade, $200k Parking Lot Resurfacing,
and $100k ADT Fire/Alarm System projects
Becton Dickinson - January 1998 – October 2000 (Medical Device Manufacturer)
Project Engineer
• Supported operations in the Tubes Manufacturing departments across three shifts
• Project Manager for $506k Gel Dispensing Equipment and $300k Tube Vacuum stoppering equipment
due to increased volume demands for VacuTainer/SST tube manufacturing
EDUCATION
MS-Management Troy State University July 2000
BS-Mechanical Engineering University of South Carolina December 1997
BS-Physics Benedict College May 1995
Contact this candidate