Amy St. George

**** *********** **

Crystal Lake, IL 60014

224-***-****

Executive Summary:

Accomplished leader with extensive experience in various manufacturing operations. Driver of Operational Excellence initiatives with a proven track record of producing results. Skilled at managing financial turnarounds and leading cultural transformations.

Education:

University of Massachusetts, Amherst, MA

Master of Business Administration (MBA)

University of Massachusetts, Amherst, MA

Bachelors of Business Administration, Operations Management

Key Qualifications include:

LEAN Six Sigma Green Belt P&L Management, Budgeting

Cost Reduction/Containment Behavior Based Safety

Safety and Environmental Compliance Project Management

Customer and Vendor/Supplier Relationships Continuous Improvement

Professional Experience:

Rain Bird Corp, Steele, AL 2015 --- 2016

Rain Bird Corp. is a privately owned company which produces various irrigation products for various markets; agriculture, landscape, contractor and consumer products.

Plant Manager

Responsible for all departments in the plant; Safety, Quality, Production and Shipping. The facility extruded and assembled plastic drip irrigation products for various markets; landscaping, agriculture, contractor and consumer products.

Led and participated in Kaizen events focused on changeover and scrap reduction.

Transitioned operation from a 24/5 schedule to 24/7; doing all of the hiring and developing the training programs

Led continuous improvement initiative which led to over a 25% reduction in customer complaints and DPPM.

Improved Safety performance from 9 accidents in 2014 to 0 in 2015. Focus was on daily safety talks, more effective follow up on Safety Committee action items and the implementation of a Behavior Based Safety Program.

Responsible for reviewing and approving all Capital Projects for the plant.

Completed monthly P+L analysis and reported out to Corporate as well as initiating the process improvements focused on increasing the profitability of the plant. An example of this was a scrap reduction team which reduced the plant scrap from an average of over 8% per month to 4%.

Chemtool Inc, Crystal Lake, IL 2013 2015

Chemtool, Inc is part of Lubrizol’s additives division. Chemtool is the largest grease manufacturer in North America. Lubrizol is a Berkshire Hathaway company with sales over $6.4 billion

Plant Manager

Responsible for all aspects in the facility; Customer Service, Production, Packaging, Shipping and Distribution. Plant did approximately $6 million in sales each month and had over 90 employees. The facility produces and packages grease and other various industrial fluids; shipping packaged grease and distributing various grease and lubricating products.

Played vital role in shutdown of Distribution Center in Wisconsin and its smooth transition into the Crystal Lake facility. Major focus was safe transition of the employees along with no negative impact on our key customers; Caterpillar, John Deere and Timken.

Focused on building the foundation of a successful plant. Implemented a safety program which included the establishment of an employee based safety committee, daily safety talks, monthly safety training and weekly safety inspections. Trained and began implementation of 5S.

Trained on and implemented some key procedures around attendance, coaching/disciplinary processes and performance feedback. Established a calibration and PM program.

Improved quality, GMPs and policy discipline so that we passed Customer Quality Audits (i.e. Chevron) which were previously failed.

Silgan Plastics, Woodstock, IL 2006 2013

Silgan Plastics is a division of the Global multi-billion dollar company, Silgan Holdings. Silgan Plastics is a manufacturer of plastic packaging based in North America

Corporate Operational Excellence

Reporting to Sr. VP of Operations. Assigned to specific plants for duration of 90 – 180 day to lead and assist in process improvement projects. Use of Lean Six Sigma tools to improve the plant’s performance, primarily related to the components of OEE. Work on corporate-wide initiatives such as investigating, purchasing and implementation of a maintenance management program and developing capacity analysis tools.

Member of Corporate Safety Steering Committee.

Director of Operations

Reported to Sr. VP of Operations. Managed all operations in three manufacturing facilities producing $75 million in sales for the Division.

Responsibilities included manufacturing, scheduling, quality control, customer service, logistics, safety, engineering and finance.

All facilities ran a 24/7 schedule and employed a total of more than 400 associates. Led the teams to the achievement of their Key Performance Metrics of DART, TRR, claims/million, claims $/sales $, OEE, scrap, GP and inventory turns.

Improved safety metrics by developing a behavior based safety culture focused on peer to peer communication. Two out of the three achieved over 1 year of no incidents and the 3rd plant’s TRR and DART rates were reduced by 1/3.

Reduced scrap at largest facility from 45% to 35% through engineering solutions, training, implementing the use of documented process controls and through the use of cross functional continuous improvement teams.

Improved housekeeping, GMPs and master cleaning schedules to the level needed to service customers in the food and OTC markets. This led to a new contract for 6 million bottles in new business from a food packaging customer in a plant that previously only serviced the industrial market.

Awarded the company’s largest capital project (non-acquisition) worth $18 million. Led team through the acquisition, installation and start-up of two main tube production lines (each comprised of 3 major pieces of equipment all produced by different manufacturers), an offline silk screening machine and also all associated infrastructure needs. This project allowed us to reduce our scrap from 35% to below 24%.

Reduced customer complaints from our largest customer by over 30% which resulted in this customer signing a new four year contract with us. This was accomplished by developing a process quality system which resulted in a 3x heightened AQL level in such a way that this was accomplished with no addition to manpower.

Led cross-functional team to reduce our coating usage by 1/3rd resulting in cost savings of over $100,000/year.

Sampco, Pittsfield, MA 2005 2006

VP Manufacturing & Engineering

Amcor Plastube/Silgan Plastics, Breinigsville, PA 2002 2005

Plant Manager

Tubed Products, Oxnard, CA 2000 2002

Plant Manager

Tubed Products, Easthampton, Ma 1996 2000

Manager of Customer Service and Marketing

Manager of Customer Service

Shift Superintendent

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