Training Plant

JODY J. ANDERSON

**** **** ******. ********, ** Phone: 712-***-**** Email: *********@*****.***

EDUCATION West Mar University

College of Business, LeMars, IA

Attend from 1992 to 1994 (2 years)

Western Iowa Tech Community College (Associate of Applied Science Technical Studies Business)

PROFESSIONAL SUMMARY

Strong Leadership Skills with strength in coaching and development of strong effective high performance

management team members with the ability to influence and motivate for strong sustained performance, along with

demonstrated ability to effectively lead presentations and facilitation of staff meetings and steering teams.

Dedicated and motivated individual experienced in leading for results in Safety, Quality, Delivery, Cost

Requirements, and Culture. Possess the ability to apply skills in problem solving, including root cause analysis, to

meet customer needs and business objectives. Manage using KPI techniques for continuous improvement and

consistency in production.

SKILLS

Oracle / WMS/Lawson Sanitation Techniques and Processes

HTST Pasteurization Electrical safety and awareness training

Finished and Semi-finished good reconciliation Lockout/Tagout training

Training and Leadership Development Fire extinguisher training

Root Cause Analysis For Permanent Solutions Confined space certified

Preventive Maintenance Techniques Personal Protective Equipment training

Continuous Improvement / TPM SQF/HACCP certified

Cause Mapping Strong analytical thinking and analysis

Blood Borne Pathogens Training Demonstrated leadership and people

development skills

Harassment/discrimination training

Strategic problem solving and decision making

Microsoft Office Applications

Effective written/verbal communication skills

Communication and Interpersonal Skills

Multi-project/multi-tasking capability

Leading Others For Results

Proficient use of Microsoft office software

Highly Motivated and Engaged

Good attention to detail and ability to prepare

Detail Oriented

and give written and oral instructions.

Operation of Production Equipment

Proven leadership skills

Troubleshooting Production Equipment

Production Line Layout and Timing

WORK EXPERIENCE

Liguria Foods, Inc./ Plant Manager 2014-Present

Director level position that is responsible for planning, controlling, and coordinating all activities of complex

production operation. I direct all functions at the plant including production, quality control, finance, purchasing,

inventory control, manufacturing, engineering, and employee relations. Top level leadership position in a

manufacturing facility.

Wells’ Dairy, Inc. / Blue Bunny Operations Manager 2011-2014

I oversee day-to-day execution of manufacturing activities that includes the actual production, sanitation and

production of Wells’ Dairy North Ice Cream Plant daily production facilities.

Set-up for designated areas, product or product lines in accordance with relevant food safety and sanitary legislation

(FDA, etc.).

I drive alignment of production strategies, goals and objectives with day-to-day activities in the areas of

quality, safety, delivery and cost. I oversee consistent execution of plant cleaning and sanitation programs and

practices, including CIP systems and mix pumps, in accordance with all Sanitary and Food Safety requirements.

I manage day-to-day execution of production, sanitation, CIP and production set-up activities to ensure optimal

performance in the areas of safety, quality, cost and delivery and adherence to food safety and quality requirements.

I ensure execution of standards of work to ensure process compliance throughout the production and sanitation

functions.

I ensure that regulatory compliance is achieved with respect to food safety, quality, safety, environmental and

employee relations matters.

I develop and build capability of people as individuals and teams through a variety of techniques and tools focused

on motivation, teamwork, mentoring and coaching.

I support and maintain a continuous improvement (CI) culture across assigned work teams; serves as a leader of

change across the plant.

I manage and execute labor and production schedules and plans to ensure appropriate coverage in support of

attainment goals. I actively seek opportunities to optimize cost structure in the areas of materials, scheduling, labor,

etc.

I support the execution of New Production Development, capital projects and other initiatives at the production

phase.

I drive the development and adherence to budgets that meet the overall corporate financial and operational goals

and objectives.

Wells’ Dairy, Inc. / Blue Bunny Production Supervisor 2004-2011

Manage 7 of the company’s highest performing production lines, 48 employees in SQDC

Safety

Led Kaizen event to reduce injuries from over reaching, repetitive motion and flow of product resulting in zero

OSHA recordables 2010

Started stretching in the spiral on night shift to reduce risk of injury this practice spread to dayshift and is now

required on all lines in the company.

Worked with safety to established folding down the front flap to improve ergonomic packing as standard work

for packing in spiral 1as recommended by St. Luke’s ergonomic study

Quality

Set up meetings with peers to redesign Quality inspection and ingredient timing sheets to meet quality and

production standards and improve control of process control points

Audited lines with Quality team to ensure inspection ready implementing Kaizens, people and GMP changes

Developed “The Art of Making a Sandwich” including machine setups, adjustments, and product quality

standards to improve wrap quality and reduce broken wafers successfully training both day and night shifts

Reduced mixed packaging holds establishing standard work for packers and establishing new leadership

Delivery / Cost

Increased True Efficiency of lines by 10 percent by setting expectations in startups, work, attendance, run

schedule, and providing training for changeovers, freezers, line setup and fillers to increase skill set with

Standard Leader Work for Supervisors and Crew Leaders.

Reduced shrink by more and $400,000 by training on SPC for weights, creating waste guidelines for putting

freezers on hold, extended freezer hold time to reduce waste and downtime restarting freezer, increasing operator

knowledge through training

Delivered team labor savings $350,000 annually by reducing the labor per case by running more efficiently and

by reducing crewing by 6 employees eliminating boxer positions on line pairs and promoting shared work

Established rules for crewing and run rates allowing for consistency of all products across 7 lines reducing noise

in weekly KPI numbers and establishing standards for Plant teams, Scheduling, R&D and Finance

Led production in the successful install of mini variety pack line on Stickless 17 allowing for 2 different

sandwich SKU’s in one carton. Successful in training and testing to bring new SKU’s for Blue Bunny, Great

Value, Weight Watchers, Hy-Vee and bulk store options

Worked with teams to establish a process for front Stickless Lines to recycle 120,000 pounds of recyclable

plastic that previously went to the landfill

Saved 80,000 dollars in labor in the sanitation budget in 2013 by changing staffing and using temps increasing

training.

Created setup check list to train and cross train setup crew increasing first hour True Efficiency and reliability

Created boxer changeover requirements to help operators and setup crew learn changeover adjustments and

settings to trouble shoot box changeovers at startups. Set up training to bring this skill set to night shift.

Reduced freezer down time by 200 percent by setting up training for operators to better understand how freezers

run and how to trouble shoot. Corrected malfunctions with the freezer hold function and extended the length

freezers will run in hold mode before shutting off and hot gassing.

Active member of the Stickless reliability team to Root cause issues and aggressively go after opportunities for

improvement.

Leadership and Employee Development

Developed training to Batch, enter mix orders, and trouble shoot variance using Oracle to view each transaction

Developed new hire expectation’s to train and bring summer help up to expected work capability to meet

customer demand from 4 days production to 7 maintaining

Manage teams and develop people 3-4 deep in all positions this philosophy has helped me promote 25 class A’s,

30 operator and 8 supervisor while continually rebuilding

Created operator training sheet to identify all job requirements to operate lines. This tool has been very

successful in developing depth of operating and training for cross training lines

Improved attendance by established 0-3 occurrences per year as good attendance

Manage performance by creating a vision, setting expectations, and following up with positive and constructive

feedback

Plant representative for approval of new equipment being shipped to our production facilities to produce

product. Traveled with teams to view equipment for and give approval to ship to our facilities Chicago,

Columbus, Tampa Bay, Detroit and Marshal to view for approval.

Worked with team of 4 to train and develop managers and production associates in Lean Manufacturing

practices including identifying and developing training and processes to sustain success in Lean practices

Cross trained production warehouse employees in use of WMS and accountability for accurate receiving and

locating

Lead TPM / Autonomous Maintenance teams to Implement Kaizen's, reapply Kaizen's across lines, develop

Centerlines, machine Cleaning Inspection Lists, 5S, Safety Maps, reduce minor stops, restore and repair

equipment, standardize processes, and understand losse s

Developed Team Leads to perform job functions in my absence, Operators perform Team Lead job functions in

their absence, teams cross trained to operate and trouble shoot equipment

Identified and worked with Process Improvement Engineers, plant technicians and team leads to better control

filler start times associated with accumulation conveyors to increase TE by 1 %, or 130,000 cases annually

Identified and worked with Process Improvement Engineers to maximize bottle accumulation Increasing TE

across 4 lines .5 %, or 255,000 cases annually

Developed plant operator qualification and certification process to promote and develop employees

Reduced CIP times 23 percent thru team work, setting up best practices / expectations, and follow-up

Established and led training for 3 new high speed labelers “700” BPM and High speed case packer 80 CPM

including leading a team out of state to learn and develop training

Led team that developed sanitation techniques to qualify and extend CIP from 96 hours to 144 hours

Created Shift turnover process focusing on key performance indicators to quickly correct line performance

issues and get production meeting expectations to hourly employees

Knowledgeable of government and regulatory agencies including USDA, OSHA, FDA, AIB, and EPA

Scheduled production for plant of 920 employees to meet production and management goals

Identified and provided information to eliminate bottlenecks reducing Saturday production

Developed team work practices to reduce crewing by two employees

Set up safety procedures and PM’s for warehouse

Negotiated new contract for local loads saving $15,000 annually

Was successful in scheduling and increasing average weight per load 4%

Used knowledge of plant to cover areas in Supervisor absence.

Provided clear expectation of production goals and attained them with feedback from team members

Developed team leads to successfully run departments in my absence

Increased yield by two percent by demanding better quality packaging from suppliers, decreasing giveaway by

seventy five percent, and reducing rework for a savings of $300,000 annually

Reduced salvage by 300 percent by developing USDA approved tank dumpers that do not allow product to fall

to the floor for a savings of $450,000 annually

Standardized blend mix times for formulas and ran controlled testing to successfully allow line to run

continuous without waiting for mix times, reducing down time by greater than 25 %

Working with teams identified and made the suggestions that led to elimination of three bottlenecks in

production by (freezer draw temps, viscosity of mix, backpressure of values)

Developed processes to run new production equipment successfully faster than anyone in the business, setting

numerous production records (8000 fpm)

Safety conscious, OSHA certified, and active member of team first to promote safe work

Identified, created, and implemented numerous Process Controls Points to ensure First Pass Quality

Wells’ Dairy, Inc. / Blue Bunny 1995 - 2004

Production/Packaging Operator / Team Communicator / Team Trainer

Lead team of twelve peers in the communication of detailed product orders and daily production schedules

Made decisions using problem-solving skills and root cause analysis to quickly correct immediate production

problems and find long-term solutions to chronic issues

Customer Requirements Chairman: led peers and managers on customer requirements and quality to reduce

customer complaints

Chair of Waste Reduction Team; led peers and managers for all functions to improve quality and process

variation as a means of waste reduction to develop, present, and implement change to reduce yield loss. These

efforts resulted in saving the department $115,000 a year

Developed, presented and implemented process improvement strategies for changeovers, creating revenue of

$75,000 per year

Identified as process expert and participated on company procedures team to help standardize processes

company wide

Established written training standards to improve operations and give clear expectations for new hires

Sanitation Team: ensured AIB inspection ready, standardized cleaning processes, audited cleaning, trained

employees

Standardized training process company-wide to decrease liability, increase accountability, and develop more

knowledgeable operators

A member of the safest plant in the food industry at 6 million hours without an LTA.

Wrote the operator LOTO procedures used as the example for the plant

PERSONAL ACCOMPLISHMENT

Restored a Victorian home built in 1900

Strong Midwestern work ethic in a family construction business

COMMUNITY INVOLVEMENT

Active member Little League Board

Little League Baseball Coach

Youth Football Coach

Youth Wrestling Coach

Vice President of church council-3yrs

School Board Member – 3yrs

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