Manager

Mark J. Maslowski

**** ********* ****, ******** **, L6H 4E8 416-***-****

*************@*****.***

CAREER PROFILE

Effective management style driving associate engagement, accountability and cultural change

Valuable experience in unionized environments

Powerful Integrated Lean Six Sigma(TPM) skill set resulting in dramatic, breakthrough results

Fifteen years of diverse exposure in food and automotive industries

PROFESSIONAL EXPERIENCE

Cadbury (Mondelez, Kraft Foods)- Toronto July 2012-Present

Business Unit Leader(Production Superintendent) May 2013 – Present Mandate: Reporting to the Business Unit Manager, the Business Unit Leader role is directly accountable for the management of over 100 hourly colleagues and a team of four supervisors on the site. The primary performance metrics of Safety, Cost, Quality, Delivery and Morale determine success.

Executed Autonomous Maintenance implementation plan in successful Phase Zero certification

Appointed Integrated Lean Six Sigma Site Autonomous Maintenance Leader (Sept 2014)

Drove area ownership by transforming the site structure into 4 distinct business units

Delivered Global Efficiency Improvements of 7% and (% on two of the sites major lines resulting in savings of 1.6M$

Eliminated overtime costs by introducing continental shift back up operators resulting in savings of 0.4M$

Exceeded expectations consistently in all key metrics of SQCDM

Production Supervisor July 2012 - May 2013

Mandate: Reporting to the Business Unit Leader, this role is directly accountable for the management of 40 unionized plant colleagues through an unprecedented level of change. The primary plant performance metrics of Safety, Cost, Quality and Morale determine success.

Transformed the safety culture through BOS and QRP completion resulting in a LTIR of under 0.5

Improved Compliance to Schedule metric from 40% to over 80% within the first six months

Reduced customer complaints by 25% year over year through Kaizen improvement initiatives

Improved line efficiencies by 10% through strong daily management of results

Established strong relationship with union executive enabling high level of cultural change

Labatt Breweries, ABI Inbev, Mississauga Aug 2011 - June 2012

Front Line Logistics Manager Aug 2011 - June 2012

Mandate: Reporting to the Site Logistics Manager, this role is directly accountable for managing a team of 20-40 warehouse operators. Success is determined by the primary plant performance metrics including Safety, Quality, Volume, Downtime, Scrap and Employee Engagement.

Developed a Maintenance Management System to track execution and costs resulting in a $40k saving

Maintained a 99.96% Inventory accuracy

Ensured that On Time Performance was maintained consistently

Maple Leaf Consumer Foods, Hamilton June 2009 – Aug 2011

Production Supervisor June 2009 – Aug 2011

Mandate: Reporting to the Production Manager, this role is directly accountable for managing a team of 30-40 warehouse operators as well as four tradesmen. Success is determined by the primary plant performance metrics including Safety, Quality, Volume, Downtime, Scrap and Employee Engagement.

Implemented a break relief system that allowed for continuous production (OT reduction of $80-90K)

Coached several members of the company’s Operational Trainee program

Fostered better communications between Production and Maintenance departments allowing for $100k in savings

Functioned as the Sites Project Engineering Coordinator during an extended LOA.

Empowered operators to work on improvement initiatives to improve efficiencies resulting in 15% better outputs.

Mark J. Maslowski

2095 Mayflower Blvd, Oakville ON, L6H 4E8 416-***-****

*************@*****.***

PROFESSIONAL EXPERIENCE (continued)

Automodular Corporation, Oakville Mar 2009 – June 2009

Quality Liaison Mar 2009 – June 2009

Mandate: Reporting to the Quality Manager, this staff role was accountable for keeping the production team abreast of potential quality concerns and to lead containment measures.

Investigated all Quality Reports(NCR) filed against the company and had more than 90% rescinded the same day

Fostered improved relations between the supplier/customer relationships.

Lead containment activities for any non-conforming parts that left the plant

Ford Motor Company June 2000 – Feb 2009

Quality Assurance Supervisor July 2008 – Feb 2009 Mandate: Reporting to the Quality Assurance Manager, this role is directly accountable for managing a team of up to 85 production operators, inspectors and drivers. Management of defective vehicles and effective coordination of repair activities were critical to this role.

Initiated and implemented re-balancing efforts which translated into $600k on savings

Achieved 50% reduction in defects or concerns per thousand on vehicles entering final inspection.

Implemented time sensitive quality campaigns in order to protect the customer and ensured no product recalls.

Achieved zero LTI over three years

Developed a strong and respectful working relationship with union officials

Managed departmental manpower through Long Term forecasting models ensuring that we had sufficient labour without excess.

Production Supervisor July 2008 – Feb 2009 Mandate: Reporting to the Production Superintendent, this role is directly accountable for managing a team of up to 45 production operators and inspectors. Success is determined by the primary plant performance metrics including Safety, Quality, Delivery, Cost, Environment and Morale.

Stabilized outgoing paint quality which in turn led to a First Run improvement – from 80% to 90%+

Collaborated with Vehicle Operations to reduce materials costs by sourcing and trialing substitutes. Resulted in 25% cost savings as well as a 10% improvement in throughput

Coordinated timely delivery of replacement parts between the Body and Quality Control departments thereby reducing damaged vehicle inventory.

EDUCATION

Bachelor of Administrative Studies – York University, Toronto, Ontario – 2006

STRENGTHS

Enthusiastic, high-energy leader

Exemplary supervisory/leadership skills

Extremely strong set of ethics, values and principles

Excellent interpersonal skills

Solid understanding of six sigma methodology and principles

Proven capability of leading extensive change in presence or absence of direct reports

PROFESSIONAL DEVELOPMENT

Bringing out the Best in Others (2015)

Managing for Impact (2014)

Six Sigma Green Belt (2012)

REFERENCES

References supplied upon request

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