Manufacturing Professional

Richard Kunkel

**** **** ***** **** • Harrisonburg, VA 22801

**********@*****.*** • 540-***-****

www.linkedin.com/in/richardkunkel01

Qualifications Summary

Operations and Facilities Management Professional with more than 20 years of progressive experience across multiple business functions. Innovative leader possessing strengths in general management, staff development and mentoring, site revitalization and turnaround, start-up initiatives and profitability improvement within targeted organization utilizing Lean Manufacturing and Continuous Improvement techniques to meet objectives.

Core Competencies

Operations Management

Cost-savings/Budgeting

Human Capital Development

Efficiency Analysis\Planning

Technology Implementation

Performance Management

Quality Assurance/Control

Regulatory/Safety Compliance

Process Improvement

Project Management

Supply/Inventory Control

Lean Manufacturing

Professional Experience – Defined Roles & Key Achievements

Andros Foods North America – Mt. Jackson, VA 2014-Present

Vice-President of Manufacturing

Direct manufacturing and growth of a multi-plant organization for branded, co-pack and private label products for leading food and beverage companies and large grocers (such as Costco).

Optimize existing operations providing high quality, safe products cost effectively while meeting rigorous demands of the sophistical customer base.

Increased Production Output: Began initiative to optimize production efficiencies by fulfilling outstanding sales backorders and continuing increases within pouch category (main product lines). Hired and trained an additional crew and increased production capacity 40% to a 24/7 mark; implemented raw material segregation project to minimize production downtime caused by cleanups and changeovers; reorganized production schedule, maximized production runs, increased quality and eliminated rework practices. Results: Plant efficiency increased from 52% to 75% in 3 months and caught up with an 8-month backorder.

Astor Chocolate – Lakewood, NJ 2013-2014

Director of Operations

Charged with operational oversight and process improvement initiatives in three facilities (Lakewood, NJ [headquarters], Napa, CA and distribution center, Las Vegas, NV for a 63-year old family owned company.

Developed quality, safety and financial standards to streamline overall performance within the organization.

Oversight of Food Safety Certification Program: Targeted attainment of AIB re-certification for Food Safety, which had been circumvented, ignored in the previous year. First, created new Food Safety and Good Manufacturing Practices (GMPs) committee to train personnel on proper procedures; implemented monthly mock audits and weekly plant inspections. Presented and discussed corrective action items during weekly management staff meetings. Results: The plant was once again certified with ”superior” score and primed facility to pursue SQF certification.

Streamlined Production/Cost Reduction: As part of company strategy to absorb increasing costs of raw materials, determined the implementation of a new chocolate blending system to be an optimal solution. Engineered and tested a plan to calculate maximum allowable blending between two materials while maintaining product quality and integrity. Trained all floor personnel and created a format to keep track of all batches; increased raw material volume capacity 200% by exchanging storage tanks, obtaining a price discount. Results: Average savings of $20K per month.

Mission Foods (Progressive roles - increased responsibility and plant size/volume) 2007-2013

Plant Manager (Jefferson, GA; 2010-2013)

Established performance indicators, operating goals, realignment initiatives, productivity improvement and cost-reduction programs that consistently improved product output, product quality and customer satisfaction.

Acquired highest score in annual internal process audit (950/1000) across 3 departments and 16 production lines.

Directed Process Improvement Initiative: Due to slow Tostada product output to support East Region’s (6 plants) and increased demand, directed installation of high speed dedicated production line. Worked on plant layout and timeline that included new floor, walls and ceiling; tested and trained personnel on new formulations for continuous

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mixing and executed successful launch of sister brand, La Providencia Tostadas. Results: Increased volume 30% while reducing waste 20%, which led to a $250,000 annual savings (without interruption of service on two separate lines).

Continuous Quality Improvement Implementations: Set goal to reverse poor quality trends and reduce in customer complaints, factors contributing to negative sales trends and poor plant performance. Implemented monthly Continuous Improvement meetings to engage all stakeholders to target solutions; applied basic lean manufacturing principles in Maintenance and Production; weekly monitoring of progress to ensure a minimum of 99% in service to sales in case fulfillment. Results: Obtained consistent quality and regulatory audit scores (AIB and BRC, part of the Global Food Safety Initiative); raised total volume by 20%, and kept dollar per lb. under budget.

Plant Manager (Hayward, CA; 2009-2010)

Preserved union-free plant environment after leading a successful 40-day campaign.

Built 2 distribution centers in support of plant volume increase.

Obtained recognition as the most improved plant from company President and CEO during special site visit.

Designed/Executed Operational Turnaround: Selected by executive team to lead turnaround for facility in decline over three year period; assessed situation, defined opportunities, prioritized each, and established aggressive KPI goals. Assembled cross-functional team and developed point score system to measure results against 16 sister facilities based on Waste, Efficiency and Performance, pinpointing opportunities and executing corrective actions. Results: Plant netted 5% increase in yield, dropped downtime from 24% to 10%, enhanced total weekly production volume 19%, improved service to sales from 95% to 99%, resulting in $5.2M in savings in KPI cost performance.

Plant Manager (El Paso, 2007-2009)

Streamlined operations through the tracking of daily sales orders and alignment with production budgets.

Directed 2-month outplacement project of 120 employees due to plant closure with no operating losses.

Client Satisfaction/Quality Initiatives: Generated team consisting of associates focused upon the importance of quality improvement, safety and client satisfaction. Conducted line audits and daily plant tours, posting communication boards showing current status and goals to target; committed teams to hit all production schedules, product cost, service to sales and employee safety goals; streamlined operations by tracking daily sales orders and closely matching production schedule communicating any deviations on a per-shift basis. Results: In 8 months, customer compliant index was reduced by 60%, generated savings of over $150K in manufacturing defects and credit to customers; reduced raw material consumption 50%; aligned production to meet sales forecasts and promotions.

Grupo Jumex – Mexico City, Mexico 1989-2007

Procurement Manager/Plant Manager

Designed internal purchasing process, trained users and developed procedures to integrate SAP. Enhanced accuracy and timeliness, increasing supply cycle speed by 10X and efficiency by 100%.

Defined operating budget and decreased plant expenses by $1.3M+, representing a 10% reduction over 2-year period while increasing production levels by 25%.

Start-up Project Design/Management: To reduce logistics costs while expanding operations into Northern Mexico and the U.S., led the construction and start-up project of 400K sq. ft. manufacturing plant (330 employees/$20M budget). Collaborated with local officials to ensure adherence and compliance on all government regulations; identified and supervised the installation of six production lines including can-making, Tetrapak, and HDPE blow molding, filling and packaging. Results: In 1st year, production grew 30% with a 94% efficiency compared to other plants company plants; plant served as the design and manufacturing operations model of new plant in San Salvador.

Project Leadership for AIB/HACCP Certifications: Assumed leadership of project; led a team in collaboration with the QA Manager to obtain the 1st nationwide certification in Mexico by American Institute of Baking (AIB) in Operations Risk Management in compliance with the Bioterrorism Act required by FDA. Results: This project not only improved export operations and overall Company branding with US customers but served as a guide to supervise the same team to obtain 1st HACCP certification within the company, serving as the model for all other company plants.

Education • Professional Development

Completed Coursework towards Bachelor’s Degree in Mechanical Engineering – The University of Texas – Austin, TX

Completed Pre-Engineering Courses – St. Mary’s University – San Antonio, TX

Six Sigma Green Belt Course – Villanova University

Financial Mastery for Projects – Stanford Advance Project Management Certificate Program

Operations Risk Management and Compliance of Bioterrorism Act

HACCP Audits and Certification – Food Defense Certified AIB

SAP-R3 Business Software, MRP, Inventory and Materials Management – Hewlett Packard

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