Manager Plant

ROBERT J. JACKSON

*** *** **** ****

Memphis, TN 38017

Cellular: 636-***-****

Email: *******@*****.***

SUMMARY

A successful Plant Quality Manager & Lean Implementation Leader demonstrating 18 years in the

Automotive OEM Painting Industry and Plastic Industry emphasizing in strategic business alignments

focused on lean operational processes. A certified lean six sigma green belt with the ability to manage

multiple project teams simultaneously, utilizing strong statistical process control skills. Proven ability to

manage through reformed leadership and engaging the frontline individuals with the management team. This

accomplishment is a result of driving over 100 kaizens & cause analysis by directing and mentoring over

2000 hourly employees. Engaging & empowering the best to be the best from the results of evaluating plant

safety, plant quality & improving productivity initiatives through valuing products & driving exceptional

returns. EXPERIENCE

Graham Packaging Company, Memphis, TN December 2012 – Present

PLANT QUALITY MANAGER / PLANT IMPROVEMENT FACILITATOR

Working within the Specialty Beverage and Foods Ridge Plastic Packaging Division for Graham Packaging

Company. Providing food grade ridge plastic packaging to the ConAgra Foods Wesson Oil Plant &

responsible for the management and administration of 30 team members of all positions of the plant’s safety,

food safety, quality programs, continuous improvements, KPIs, EBITDA & MOEE. Proven success with

creative problem solving working through the plant’s management, quality, production, & logistics personnel.

Accomplishments:

Plant Safety Chairperson Team Member – Kaizen Events- Holding strategic events, at multiple

(R.I.R zero) – No time off 2012 – July 2014 manufacturing locations, tracking quality metrics and

(L.T.I.R zero) OSHA Incident Rate .40 key performance indicators (KPI)

2012 – Present Improvement of employee productivity by 65%

Introduced hourly and salary employee’s Organization and driving of improvement

mandatory involvement in monthly safety projects (i.e. PDCA, 5s, Control Plans, SOCs)

committee meetings improving team awareness Reduced internal & external QC PPM’s 70%

plant wide Introduced A3 charts tracking Safety, quality,

Tracking “STOP” program results with RCCAs MOEE, lbs. /per hr. worked, net regrind, labor

to permanently eliminate issue through work variance increasing visibility 100% by the team.

orders and accountability with an increased Process mapping event of plant layout-

completion rate of 88% Revised the manning schedule to a 4/12

Implemented, with the safety team, a safety schedule vs. 5/8 scheduled eliminating 35% of

bingo incentive program for a strong safety OT cost & decreasing inventory levels by 20%.

awareness effort increasing visibility 100% Restore flow- MOEE & EBITDA improvements

IMPLEMENTED FSSC Certified ISO22000/PAS223 Developed solid quality programs and a WAR

(FOOD SAFETY SYSTEM CERTIFICATE) - room for team meetings increasing plant

Achieved one of the highest audit results in performance visibility and raising MOEE 28%

Graham’s history including 2 “Best Practices” by strategic improvements lead by production

honored from our facility team

Managed, lead and developed, from the ground Audit coordinator –

up with the team, to get the facility in Internal and external quality/food systems and

compliance and certified of HACCP and GMP management systems audits - improving

programs within 3 months quarterly audit results up 19% from 2012.

Implementation of the Tier I & Tier II problem solving Mentored, coached & trained all employees to

processes, reducing short stops by 18% with team get internal audits completed, uploaded and

training and involvement of reviewing PPK metrics, red posted on time improved by 56%

hour pareto charts & green/red hour pitch charts handed Represented as Interim Plant Manager, Supply Chain &

over to the team for tracking and completion of RCCAs Manning Manager

to resolve issues for process & yield improvements Increasing employee moral 25% plant wide

Restructured PSI (Production Shipping

Inventory) increasing machine run time up 10%

Simplifying a new robust PM schedule program

increasing PM completion from 12% up to 79%

C. L. Smith Company/ Lyons Blow Molding, Saint Louis, MO (2010 – 2012)

Quality Manager / Continuous Improvement Lean Facilitator

Safety Chairperson of the plant’s safety committee. The Committee team increased safety awareness by

25% which included new hourly and staff committee meetings along with awareness board / banners

Facilitating 18 Kaizen / SMED / Value Stream Process Mapping (8waste) events training and coaching

over 60 employees ~ Quality Department event increasing productivity 83% and reducing employee head

count 3% while expanding business and adding machines to production with annually savings over 150K

~ Warehouse Expansion Design Projects at the “LBM facility” St. Louis, MO and “N2it facility”

Houston, TX -- Sites generated over $65,000 in annual savings due to the warehouse Kaizen layouts,

kanban system, introducing JIT and process efficiencies.

cGMP Leader- With team involvement, the plant had increased the plant’s product safety, cleanliness and

documentation control up 85%

Implementing and driving the 8S System, Sort, Straighten, Shine, Standardize, Sustain, Safety,

Systematic & Synchronize. Introducing new lean methodologies with a completion rate of 70% from

2010 to 2011.

Infinity QS “Proficient” SPC System- Statistical Controlled Manufacturing- Through a lean Kaizen team

event, increased QC lab tech SPC results by 80% by utilizing real time data tracking, control charts and

implementing the SPC system to measure results automatically rather than hand charting results

Contico Manufacturing, Ltd., Saint Louis, MO (2008 – 2010)

Quality Assurance Manager / Lean Manufacturing Supervisor

Managed the lean processes team with over (25) Kaizen events, (2) Process mapping events, (5) SMED

(mold changeovers) events and introduction of TPS to the manufacturing plant’s platform which

continually improved the department’s throughput by 65% with visual management tools including SOPs,

5S and KPI boards.

Practiced ISO’s process flow, implemented new error-proofing processes, implemented team daily audits

on the production and recorded them on audit sheets for management review

Managed and worked closely with the maintenance teams on break downs/repairs reducing DT by 28%

Kaizen kanban and JIT events in the warehouse operations, team developed and improved pulling orders

55% increasing warehouse employee productivity which increased the 5s time up 20% to get things done

Chrysler Fenton Missouri South Plant, Saint, Louis, MO (2007-2008)

Quality Control Production Manager / Lean Manager Paint Dept. /Main Color Booth Line

TPS Lean Events-Implemented, trained and managed TPS and daily lean methodologies, reviewing the

teams updated quality charts, KPI metrics, completed safety walks, approved paint orders, maintained

automation Fanuc robots and spray gun with the maintenance department, and updated quality production

reports for area managers. These implementations created a $35,000 annual saving in process motion

time and saved in wasted materials.

Held 7 value stream mapping and process mapping sessions with 2,000 +/- night shift UAW employees

within 3 months for the newly developed “SMART” lean program while the plant was re-tooling for the

new mini-van model. Improving labor cost 32% ~ cross training and utilizing every team member for

multiple jobs functions introduction lean team leaders and shift lean coaches

Increased Quality throughput 33% with booth robotics intervention-eliminating the human error wastes

PPG Industries, Inc, Wentzville / Hazelwood, MO & Belvidere, IL 1997 – 2007

PPG Senior Quality/Lean Technical Service Representative III, Belvidere, IL – 2006-2007

Daimler-Chrysler Account

Consistently developed strong, sustainable relationships with the plant's key management and supplier

teams which enhanced creditability and sales. Improved team relationships 20% with key structured daily

meetings

LEAN PROJECT: 35 Kaizen, Six Sigma events ~ designed, implemented and managed the paint team of

189 employees on a variety of Poka-Yoke measures and adjusted various processes and eliminating waste

in the Electro-Coat System supporting the TPS system saving Daimler-Chrysler over $145,000 annually

in operating cost.

PROCESS MAPPING: Implemented and managed the materials team with a new LEAN E-Coat Daily

with a real-time tracking system usage spreadsheet saving over $150,000 annually in overnight deliveries,

scrap material & production downtime waste.

PPG Quality/Lean Technical Service Representative II, Hazelwood, MO - 2002 – 2006

Ford Motor Company Account

10 Black Belt Six Sigma projects / 5 Kaizen events. While certified as a green belt within the Ford

system the projects had lead me to achieved, personally, a 2004 PPG PACESETTER AWARD for

unparalleled efforts in the pursuit of PPG’s vision “TO BE THE BEST” Coating Company in the World

by creating a savings for Ford Motor CO ~ E-Coat project which saved Ford Motor Co. $500,000+ over 5

Ford site resulting in a total of $2.5 million in annual savings

Trained, coached and mentored over 200 employees during lean events

Kaizen event to reduce chemical usage ~ Deluged spray booth project – Managed lean team and brought

on a new chemical and decreased usage saving Ford 55K monthly

Kaizen event to reduce paper filter usage ~ Introduced a vibrating air filter system reducing labor costs

$240 daily and saving the company 89K annually overall for up keep of filter pot system

Kaizen event to reduce vehicle soap, biocide usage and up-keep of finish line car wash system ~ Event

saved Ford 20k in soap usage by implanting metering system and timed flushing system eliminating all

biocide usage with a 35k savings

PPG Satellite Paint Facility, Wentzville MO

Quality Control Satellite Facility Supervisor, Wentzville, MO - 1997 – 2002

Served as the Quality Control Satellite Facility Manager and Launch Coordinator for new color and new

model launches for colors.

• Promotional Coordinator scheduling promotional paint codes, coordinator and overseeing Customer

Start up launches.

• Reduced cost in aftermarket touch-up paint (repair booth paint) service contract

• Performed in depth investigations for customer complaints utilizing scientific problem solving

methodologies (5 whys, Cause & Effect, Kaizen, DMAIC)

• Internal Auditor for ISO 9001

• Analysis and reporting of quality data to internal and external customers.

CERTIFICATION:

Graham Packaging Company

FSSC ISO22000/PAS 223 Certified

HACCP/cGMP Certified Graham University

NFS Standards

Ford Motor Company

Six Sigma Green Belt

Chrysler Company/PPG Industries

(TPS) Toyota Production System

PPG Industries

Honda’s 5P’s Problem Solving Program

Continental Commercial Products / AS

American Society of Quality

Infinity QS Academy

Infinity QS Statistical Process Control

Chrysler Company

PDCA (Plan, Do, Check, Adjust)

DMAIC (Define, Measure, Analyze, Improve and Control) Chrysler Company

SKILLS & EXPERTISE:

Food Security, HACCP, Product safety, GMP Coordinator

ISO Management – ISO22000 / 9001

PAS/223 Food Safety

QUALITY CONTROL MANAGEMENT

PRODUCTION MANAGEMENT – (TPM) improving the integrity of production and quality

systems through the machines, equipment, processes and employees

CONTINUOUS IMPROVEMENT MANAGEMENT

CPAR - CORRECTIVE & PREVENTIVE ACTION REPORT

“SMART” Lean Kaizen – APQP/SPC/VSM/8s/JIT/5-WHY

Paulson’s Process Plastic Injection Program

SIPOC (Supplier, Inputs, Process, Outputs, and Customers) Chrysler and Ford Motor Co

SAP System (Net Weaver GUI for windows), SharePoint Intranet

Infinity QS Quality SPC systems

Microsoft Office 2010, PowerPoint, MS Project, MS Excel, Visio, Project

“References available upon request”

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