Rancho Cucamonga, CA 91701 email@example.com
Fortune 500 Manufacturing Leadership • Lean Manufacturing • 5S / Visual Factory Trainer •
Capital Project Management • Process Improvement • Mentorship Program •
• Environmental Compliance • Vendor Audits
Broad based functional experience within Fortune 500 (Manufacturing, Processing, Quality control and Warehousing).
Valued for consistently exceeding volume plan and delivering budget.
P&L accountability, management of new line and package initiatives. (high speed, hot and cold fill, blow molding, labeling)
Exceptional problem solving and team building capability developed through formal training and broad functional experience using a system of Set targets, Keep score, Plan, Prepare & Execute.
Results Oriented. Team Player. Positive. Energetic. Disciplined. Self-Directed.
Effective change management leader. Recognized as an organization builder, motivator and mentor.
Clement Pappas & Co., Inc. Ontario, CA July 2007 – Sept 2014
Operations Manager June 2010 – Sept 2014
Responsibilities include all operational health & safety, P&L, projects, production, warehouse receiving, production & material scheduling, procurement, inventory control and blending.
-Increased Production cases/man hour by 4.7% over the last nine months
-Led Capital projects for co-pack customers. ( labeler install, high speed adhesive pattern sprayer install, automated package handler install, Bliss box carton erector install, several misc. items )
-Implemented 5S / Visual factory throughout Warehouse and Production Operations.
-Trained Managers on SKPPE – Set targets, Keep score, Plan, Prepare & Execution, & Win.
-Redesigned loading out and receiving warehouse to improve floor space and inventory accuracy, which lead to an increase of 89 pallet positions.
-Reduced floor space needed for raw materials by making the percent overage at time of ordering a KPI.
-Led SQF auditing to a level 3 satisfaction.
-Drove safety awareness initiative to achieve 561 consecutive days without a recordable accident. Previous mark was nine recordable accidents through the previous 12 months.
Supply Chain Manager August 2009 – June 2010
Responsible for production & project scheduling. Accountable for all ingredient and raw material procurement. Responsible for all daily, weekly and monthly inventory cycle counts.
-Decreased inventory loss versus prior year by $89,000 to date through new process control and accountability.
-Recruited local ingredient suppliers which led to reduced raw material spend.
Production Manager July 2007 – August 2009
Responsible for overall production operations encompassing safety, quality, customer service, cost, and organizational development. P&L development and responsibility for $10MM, to produce a volume of 8.7MM cases annually.
-Increased production volume by 30% versus prior year. Utilized $4MM in capital improvements with the installation of a high speed PET filler, labeler, conveyors, and rapid changeover parts.
-Successfully executed capital project for pattern jet glue system which increased label application speed by 25% and decreased glue usage by 20%.
-Implemented 24/7 staffing plan to accommodate increased volume with continued execution of planned labor dollars.
-Ensured compliance to regulatory agencies including: FDA, OSHA, and Third Party auditors.
-Oversee new package initiatives and successfully launched three new packages and 90 plus SKU’s over a 6 month period while continuing to deliver 98% service to sales. Implementing KPI performance tracking and accountability drove increased efficiencies.
Pepsi Bottling Group, Somers, NY April 1983 – July 2007
Production /Quality Supervisor Aiea, HI Oct ’06 – July ‘07
Led production operations for the Hawaii Market Unit with an annual P&L of $10MM and an annual volume of 16MM cases sold.
-Successful execution of a $10MM capital improvement project with the installation of a PET blow mold and roll fed high speed bottle line with annual cost savings of $3MM in freight cost.
-Led the efforts for executing and delivering water production capability for the Hawaii MU which consisted of implementation of CIP processes, SOP’s, GMP’s, and successfully demonstrating 3 consecutive qualifying runs within PBG quality standards for microbiological results.
-Led the Hawaii environmental audit team to a 99 of 100 score (highest score in PBG system).
-Managed a staff of 21 union employees for a seven day a week manufacturing operation.
-Established AOP targets for line efficiency and labor CPU produced.
-Eliminated 3 full time equivalent heads with the execution of an automated label feed system.
-Delivered 101.3 index on planned volume with flat cost on increased SKU proliferation and
increased labor cost.
-Led production to understand and drive key performance indicators.
Quality Control Lead Detroit, MI June ‘01 – Oct ‘06
Responsible for directing a team of 11 non-union employees in all laboratory processes, procedures and compliance. Standardized daily performance metrics and score-carding system for 3 shifts with SOP’s for daily compliance.
Production Team Leader Detroit, MI Apr ‘83 – June ‘01
Set daily production targets. Orchestrate daily activities with safety, quality, customer service, costs, developing people and housekeeping as top priorities. Run, maintain and clean machine centers as needed.
Michigan State University
Anthem University, B.S.
Quality Leadership Training, Pepsi Cola North America
Diverse Leaders Training, Pepsi Bottling Group
Safety Leadership Training, Pepsi Bottling Group
Lean Manufacturing Training, Pepsi Bottling Group
HACCP & GMP Training, Clement Pappas & Co., Inc.