Manager Maintenance

Morgan “Justin” Nooraee

Maintenance Manager

**** ******* **** ********* ******, OH 43016 Mobile: 209-***-**** E-mail: acccbn@r.postjobfree.com

Executive Summary

Food manufacturing professional with a Vision to succeed

Utilized Computerized Maintenance Management System (CMMS) to effectively exceed industry

standards in the Maintenance and other areas of the factory. Maximized performance and minimized

waste along with utilization of CMMS, further enhanced performance and effectiveness of the

system. Compliance with the government and environmental regulations were enforced.

Education:

Bachelors of Science in Mechanical Engineering, Northeastern University, 1980

Leadership in:

All Manufacturing Aspects of Business Cross Functional Programs

Management of all Maintenance Activities Autonomous Maintenance (AM)

Management of Plant Engineering Work Quality and Ownership

Capital Programs Total Productive Maintenance (TPM)

Lean/Problem Solving Unilever Project Management

Startups and Turn-key Installations Development of Self-Directed Work Teams

Factory Acceptance Test Training

Awards:

Leadership Excellence and Human Interaction Awards by National Training Laboratory (2000),

Unilever Significant Contribution to Environment (2005).

Unilever Value in Action Award (2008).

Significant Contribution to Red Gold SQF Level 3 (2013).

Professional Training:

TPM Implementation Certificate by JIPM, 2005

Advanced Project Management, 2007

Lean Management, 2013

Professional Experience

2011 – 2013 Red Gold Tomato Products, Geneva, IN

Maintenance Manager

Red Gold has been producing premium quality tomato products since 1942. Red Gold produces

premium quality canned tomatoes and tomato-based products for retail, foodservice, private

brands, and club stores. The Red Gold family of consumer brands includes Red Gold, Redpack,

Tuttorosso, and Sacramento.

Reported to the Plant Manager and Corporate Senior Maintenance Manager, was responsible for

maintenance of state-of-the-art, full line, 400+ employee (non-union) facility. The maintenance

team was comprised of 6 supervisors, 34 technicians and 4 crib attendants. The Geneva plant is a

550,000+ square foot under roof, 10 tomato processing lines facility.

Accomplishments:

Reduced Parts Inventory from $9.3M to$4.5M; Repairs and Maintenance spending reduction by

$300,000 from 2011 to 2012 by adjusting Min/Max limits; established critical equipment parts list-

7,200; identified 11,000+ parts; identified 1,650 Work Orders; implemented Lean Management and

Problem Solving in the maintenance department; PM Completion 98%; Parts Inventory Accuracy

+/-2%.

2008 – 2011 ConAgra, Lodi, CA

Plant Engineering Manager

ConAgra produces decorating cakes, frozen dough and pre-baked artisan products. Major

customers are Costco, Safeway, and Wal-Mart.

Reported to the Director of Manufacturing and the Director of Engineering, was responsible for

leading capital engineering and maintenance for the state-of-the-art, full line, 500+ employee (non-

union) facility. The maintenance team was comprised of 4 supervisors and 35 technicians. The Lodi

site is a 350,000+ square foot, 9 bakery production line facility. Annual capital projects varied. As a

senior member of the leadership team, provided direction to meet and exceed overall maintenance

mission and objectives:

Reduced the maintenance team’s OSHA Incident Rate (OIR) by performing behavior-based audits

to identify “at risk” behaviors; communicated in-question behavior to the team. Introduced activity

boards to the maintenance department to use as a communication tool for the department. Monitor

performance and actual vs. target results on weekly basis. Divided responsibility and ownership by

technology. Bench marked OIR, downtime, work orders completion rate, mean time to repair

(MTTR) and mean time between failures (MTBF).

Improved equipment reliability, which helped increase OEE by 3%. Maintenance repairs spending

flat year to year. Capital projects were on time, under budget. PSM for a 30,K ammonia tank.

2001 – 2008 Unilever Foodsolutions North America, Franklin Park, IL

Plant Engineering Manager

Unilever Foodsolutions is the food service division of Unilever, one of the world’s largest consumer

products companies.

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Reported to the Corporate Director of Engineering, responsible for directing corporate engineering

for the state-of-the-art, full line, 200+ employee (union) facility. Franklin Park site was a 200,000+

square foot, 8 soup production line facility, which produced over 70 million pounds volume

annually. Appointed by the Supply Chain Vice President to reduce Green House Gases, and Carbon

Foot Print across four manufacturing sites in North America (from 2007 to 2008).

Accomplishments:

As a member of the leadership team, provided leadership and direction to meet and exceed overall

maintenance mission and objectives in the areas of employee safety, food safety and quality,

efficiency, and innovation:

Reduced Carbon Foot Print by 21% through electricity and natural gas usage reduction in all 4

facilities (2007 vs. 2008)

Improved equipment reliability by 5%, which helped reduce the Quality Defect Rate by 5% and

reduced controllable schedule changes by 2% to budget

Achieved 7% favorable spending to budget by organizing the store room, assigning parts ranking,

and establishing minimum quantity stock.

1985 – 2001 Rich Products Corporation, Marlborough, MA

Manager, Engineering

Rich Products Corporation is the largest ($1 billion+) family-owned frozen food manufacturer in

the United States.

Reported to the General Manager, was responsible for directing and coaching all business aspects of

support services for the state-of-the-art, full line, 300+ employee (union) facility.

Rich Products, Marlboro location was a 174,000 square foot facility.

Accomplishments:

Successfully transitioned Frozen Breads and Rolls business to another facility and installed 2 state-

of-the-art Frozen Muffin Lines.

Led an engineering team to plan, design, and install a state-of-the-art Pizza Line.

Reduced direct labor on the French Breads and Roll Lines from 42 to 21 per shift.

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