Executive Profile

Operational Leadership Lean Manufacturing Process Improvement

Senior Operations Leader with extensive experience in large scale CPG manufacturing facilities. Expertise in developing and implementing strategic operating plans that align with business objectives. Manages capacity and capital planning for production, manufacturing and maintenance. Proven ability to lead for high performance, P&L management, and continuous improvement in changing environments.

Operational Leadership- Drove management processes, led employee engagement initiatives and enhanced communication channels resulting in a plant turnaround and increase of 32% total productivity for Oberto’s Nashville plant.

Lean Manufacturing : Facilitated Kaizen event and using Six Sigma tools in problem definition/ root cause identification with a cross functional team of production, maintenance and accounting including Darigold managers, supervisors and operators to reduce make-to-fill losses. As a result, improved filling efficiencies by 16 %

Process Improvement: During a merger with Coca Cola Enterprises and Coca Cola Inc., led management team and front line leadership through dynamic business changes. Through new package launches, challenge to status quo by enhancing team performance processes and using just-in-time deliveries in collaboration with Supply Chain delivered over 14% efficiency improvement two months ahead of schedule.

PROFESSIONAL EXPERIENCE

Oberto Brands, Kent WA 2013-2015 Private manufacturer and marketer of meat snacks. Established 1918, it has two plants in Kent, Washington and Nashville, Tennessee with yearly sales of $250 million and 800 employees.

Director of Operations, Oberto Brands 2014-2015

Guided operational performance to deliver key objectives in safety, environmental, production, quality, customer satisfaction and budget development & control. Oversaw Production Packaging 17MM lbs. of Beef Jerky and Chicken tenders at multiple facilities in compliance with USDA and SQF. Total P&L 77.6MM. Directed supervision of production staff (8 department managers and 600 employees).

Standardized Operation Communications Report, shift pass down process, and daily operations meeting format providing front line leadership with critical data to align priorities.

Established monthly and quarterly supplier review and drove improvement in material quality and on time delivery resulting in 4% packaging efficiency improvement.

Director of Plant Operation, Oberto Brands, Kent, Washington 2013-2014

Oversight for the processing cooking and packaging 13MM lbs. of beef jerky in compliance with USDA and SQF. Total P&L 51.6MM. Managed 5 department managers and 425 employees.

Applied lean methodologies and 5 S to improve packaging efficiency by 31 % reduction floor loss and rework by 42%.

Drove the implementation of preventive maintenance program at the Kent facility using a CMMS web based system and monitored weekly PM completion rate.

Led team of operators and supervisors to reduce customer complaints by 38% focusing on packaging integrity, and addressing issues with process flow and equipment set up.

Darigold, Seattle Washington 2012- 2013

U.S.-based private company engaged in the production of dairy products butter, cottage cheese, sour cream and yogurt in compliance with USDA, WSDA, OSHA and BRC, for the Washington and Oregon markets.

Plant Manager

Integrated product development, commercial and customer service goals and activities with manufacturing to ensure on time, quality product delivery to the customer. Maintained and monitored labor controls. Developed facility specific short and long term strategies; identifying challenges, developing goals and objectives, creating priorities and deploying action plans. Total P&L operating budget $31.6MM. Managed 5 Department Managers and 137 Union employees.

Developed 1 year and 3-year strategic plan for plant operations. Monitored and tracked progress toward goals on monthly basis through tactical review board.

Devised and lad engagement initiatives in the plant to energize work for and improve moral

Reduced enroute delivery damages by 8% by reconfiguring stacked products and pallet wrapping sequence.

Coca-Cola Refreshment, Houston, Texas 2010-2012

Plant Manager

Delivered key business goals for a 37MM case manufacturing distribution facility (the 7th largest volume plant). Total P&L operating budget $18.3MM. Managed 5 Department Managers and 128 employees. Developed and implemented yearly strategic plan for the plant based on expected sales and equipment capability. Monitored and tracked progress toward goals on monthly basis through tactical review board.

Led multiple Kaizen Events with cross functional leaders resulting in 7% productivity improvement and 12% yield improvement.

Implemented lean techniques and 5s to improve Recycling Center material flow and operations resulting in 12% efficiency improvement.

Built front-line leadership team capabilities through training on diversity inclusion, leading with fairness and respect, leading engaged workforce, effective communications.

NSC Sugar Company/Cargill International, Homs, SY 2006 – 2010

Refinery joint venture supplying regional customers.

Plant Manager

Responsible for refinery startup, commissioning and daily operations, managed 6 Department Managers and 232 employees to deliver annually 1.0MM ton of refined sugar and budget guardianship of over $39.2 million.

Developed and implemented equipment commissioning plan. Monitored factory construction and equipment installation progress. Set up procedures to test and validate equipment setup and performance meeting commissioning date in advance of 3 weeks.

Developed and implemented recruiting, staffing and training plan for critical skill set to support commissioning date and refinery start up.

Applied lean methodologies and 5 S to improve loading packaging and stacking operation by 23 % to match Production requirement, Delivery Schedules and Safety.

Led the redesign of packaging lines to meet customer needs. Networked with Cargill engineers and suppliers to proof concept using DFM while focusing on reducing material loss.

Intel Corporation, Chandler, Arizona 2001–2006

Site Staffing Project manager

Staffing and labor analysis supporting 3 Intel multi-billion semiconductors manufacturing facilities in Arizona with 4,680 employees on site. Responsible for the development and execution of both strategic and tactical plans with respect to manpower plan

Led cross functional team of shift managers, engineers and group leaders to develop and implement a placement process for relocating staff into new Intel factory while maintaining capacity in existing factories.

Operations Shift Manager 2003-2005

Managed 10 supervisors and 180 manufacturing technicians. Responsible for training and skills development, policy enforcement, manufacturing budget, and meeting key production metrics.

Using lean tools, led the Etch Team to streamline equipment preventive maintenance resulting in 23%-time reduction on all tool set and achieve cost reduction of $300K/ year.

Sr. Industrial Engineer 2001-2003

Senior Industrial Engineer in Intel’s flagship manufacturing facility, focused on strategic and tactical capacity planning, cost reduction, efficiency, productivity, and labor.

Drove $14M in capital equipment reductions strategy in four months utilizing lean manufacturing principles.

Devised and actualized $5.5M labor reduction strategy.

HAWORTH, Sr. Mfg. Engineer (high end furniture 110 employees) Kent, Washington, 1996-2001

TECHNICAL SKILLS

Lean manufacturing, financial analysis, plant start-up, capital project management, planning, recruiting staffing and mentoring, budgeting, HACCP, GMP, SQF, ISO9000, ISO 22000, BRC, and DFM

EDUCATION AND CERTIFICATIONS

Six Sigma Green Belt, University of Houston, Houston Texas 2012

M.B.A., Arizona State University Tempe, Arizona

B.S., Industrial & System Engineering, Ohio State University Columbus, Ohio

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