Sign in

Manager Plant

Selah, Washington, United States
October 13, 2016

Contact this candidate


Tim Herrell

**** * *** ***. *****, WA ***** Home: 715-***-**** Cell: 715-***-****


An enthusiastic, creative, dedicated and results driven Business Professional with a proven record of innovative problem solving. A passionate individual with the ability to motivate and facilitate professional development in manufacturing environments while maintaining a balance between personal and professional obligations.

Strengths include:

Planning Developing People Communication Skills

Organization Team Building Public Speaking

Process Improvement Project Management Employee Involvement


Plant Manager TREE TOP FOODS Ins. Sept 2014 to present

I manage all phases of processing and packaging fruit to produce 9 million cases of finished product with the ability to convert 500 tons of fruit into juice and 250 tons of fruit into apple sauce daily. This plant is a “turn around” project, with focus on changing the safety and quality culture while attaining budgeted production levels.


- Reduced customer complaints per million units produced by 50% from 5 to 2.5.

- Reduced recordable accidents by 50% first year (24 recordable to 12)

- Increased through puts on newly installed form, fill, and seal pouch line by 10% in first 4 months using statistical process control driven methods.

-Completed a $10mm capital project to renovate a warehouse space into a production area, install, staff, and commercialized a second form, fill, and seal pouch line with robotic packaging ahead of schedule and under budget.

- Achieved a 20% line speed increase within the first 6 months of start up

- Developed a 3 to 5 year strategic plan


Plant Manager Feb 2013 to Aug. 2014

Implemented a change in the plant’s safety and quality culture, creating an open line of communication between Team members and staff as well as open communications with corporate partners. Set expectations and assigned accountability with the plant staff. Drove that message to the front line leaders and the team members. Directed the plant operations to deliver the best quality possible at the lowest cost in order to achieve our latest forecast.

The Othello plant is largest production plant for McCain foods

-515 site employees

-$58mm operating budget

-$8mm to $10mm annual capital budget


-Overall management $36mm capital improvement project in 2013

oReplaced the entire roof requiring disconnect and reconnect of all equipment

oInstalled new processing equipment

oReplaced floor in freezer area

-Selected to be on corp. optimization team that went to other McCain plants identify process improvement opportunities

-Developed 2 team leaders to be promoted to shift managers


Production Manager Jan 2011 to Feb 2013

Conducted strategic planning. Implemented long range development for plant operations and process improvements, including personnel development and succession planning. Direct reports included 4 shift managers, 6 shift supervisors, SPC coordinator, Sanitation Manager, Training coordinator, and Process control coordinator and 480 hourly production team members to convert 850mm pounds of raw potatoes into 480mm pounds of finished product.

Accomplishments include:

Increased daily finished product from 1.2mm pounds per day to 1.4mm pounds per day average

Increased OEE by 3% reducing downtime and increasing quality

Decreased TIR from 2.5 to 0.54 for rolling 12 months through enhancements of safety culture and roadmap team assignments

Developed partnership with Maintenance to take advantage of all available scheduled downtime

Work with MCE to improve roadmap process and 5S of production areas

Instilled a culture of accountability within the workforce and management team

Designed development plans for direct reports


Operations Manager

2009 to Dec 2010

Developed the strategic long range plan for plant operations and process improvements. Direct reports included 2 Business Unit Managers, 2 Continuous Improvement Engineers (CIE) and 230 hourly production team members. Accountable for the following areas:

Local site implementation of Lean 6 Sigma for all processing lines using engagement tools to change plant culture.

Delivered over $7mm in productivity cost reduction through decrease in process variation and increased automation.

Increased line production uptime and first hour efficiency by 25% through implementation of Standard Work Practices and Detailed Process Sheets.

Responsible for management and achievement of Key Performance Indicators associated with areas of cost, quality, safety, environment and GMP standards.

Evaluation of continued improvement opportunities including level loading of production, extended run analysis, and yield loss improvements.

Developed and executed a restructure design to align work force with declining volume.

Partnered with corporate implementation team to execute the transformation from a Legacy to SAP management system.

Aligned production requirements with logistic needs in transitioning from Chep pallets to tracked GPS pallets.

Reduced outside storage by reorganizing operations and warehouse to accommodate more in house storage of finished goods.

Implemented action plans to improve engagement and accountability of department.


Plant Manager

2006 to 2009

Managed two facilities, overseeing 350 team members to produce 2.5mm pizza crusts per week in a safe and efficient manner. Responsible for identifying and implementing cost improvement and labor reduction while maintaining and improving quality and delivery of finished product.

Deliver cost reduction of 10% annually by increasing automation and reduction in process variation.

Improved safety record and reduced accidents through training and awareness as well as automation of process and projects to reduce ergonomic risk.

Improved audit score from Wisconsin Department of Agriculture (WDA), Food and Drug Administration (FDA), and maintained excellent rating from American Institute of Baking (AIB).

Developed a “TEAM” atmosphere between departments and shift so we are all working toward one goal, delivering the highest quality product at the lowest possible cost to our customers.


Process Improvement Manager/Quality Manager, Wausau, WI

2003 to 2006

Managed the Quality Department and compliance to all Kraft and governmental policies and procedures, including product testing, specifications, USDA, WDA, and organic certification. Identified process improvement projects to deliver annual productivity target.

Developed strategy and structure to effectively communicate plant operations results. Facilitated employee empowerment initiative.

Facilitated $2mm improvement process resulting in an increased efficiency and production while reducing labor costs.

Developed a structure for commercialization of new products and line extensions within quality department, ensuring compliance with corporate policy.

Developed, updated and conducted training for quality programs, ensuring compliance to corporate and government standards.

Gained approval from WDA to reduce frequency of cleaning two production areas. Increased capacity on the cup line by 45% with no capital while reducing costs.

Developed and presented program to achieve organic certification enabling the facility to add a new product line and improve margin.

Led team that identified and eliminated losses in a process line. Saved $120,000 annually.

Plant Manufacturing Manager, Medford, WI

2001 to 2003

Managed all plant operations in functions of assembly, bakery, maintenance/engineering, quality, and warehouse. Directed all production, storage and shipping activities. Supervised 38 salaried and 620 hourly employees.

Delivered cost reduction by reducing process variation and increasing automation.

Maintained and improved operating standards in the areas of cost, quality, safety, environment and GMP standards.

Developed organizational structure and managed $26mm building addition and equipment installation. Delivered on time and exceeded production goals by 20%.

Oversaw construction of 60,000 sq. ft. distribution and storage freezer, as well as automatic delivery of finished goods to freezer, which resulted in cost savings and labor reductions.

Mentored several managers enabling them to be promoted to the next level of operations.

Business Unit Manager, Medford, WI

1995 to 2001

Managed bakery, meat and warehousing departments with operating budgets of $8mm. Overall responsibility for quality and sanitation. Coordinated efforts of research and development, plant, corporate initiatives and project engineers. Responsible for commercialization of all new initiatives.

Researched, developed and implemented team-based work systems which improved communications and increased productivity.

Led three continuous improvement project teams resulting in $4mm upgrade to cold press bakery system, increasing production by 20%.

Led team to install off-line cheese shredding system. Increased efficiency and reduced production downtime by 3% while reducing headcount by nine employees,

Led team that installed Vision Systems for product inspection. Reduced labor by six and increased production by 4%.

Developed equipment and process resulting in successful launch of new product line. Served as resource to two other Kraft facilities for similar new line extensions.

Led team in successful implementation of individually quick frozen (IQF) meat toppings in bulk containers, reducing labor by nine employees, downtime by 3% and workers compensation costs.

Plant Superintendent/Sanitarian, Medford, WI

1993 to 1995

Conducted training for Phillip Morris facilities in the U.S. and Canada. Had overall responsibility as management resource for all operations on second and third shift.

Selected President of Phillip Morris Sanitation Council. Consultant to Phillip Morris facilities.

Developed sanitary design guidelines which were incorporated as engineering standards company-wide.

CHURNY CO., Weyauwega, WI subsidiary KRAFT FOODS NA

Operations Supervisor, Production/Sanitation Supervisor

19891 to 993

Supervised 19 employees in the production of cold pack cheese. Responsible for modifying batch sheets, scheduling employees, ordering equipment and supplies. Conducted safety trainings and inspections.

Developed and trained total quality management (TQM) teams.

Conducted time studies, maximizing operating efficiency and reducing department staff by 50%.

Responsible for 36 employees, including hiring, training, evaluating and scheduling. Handled product quality checks, plant inspections and inventory control of cleaning chemicals, equipment and safety supplies. Participated in Safety Council.


Food Service Instructor

1982 to 1989


Master of Science Degree, Management

Cardinal Stritch College, Milwaukee, WI

Bachelor of Science Degree, Education/Food Service

University of Wisconsin – Stout, Menominee, WI

Contact this candidate