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VP Operations

Farmington, Utah, United States
October 24, 2016

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Russell Higdon

801-***-**** *************@******.***


Operations Management / Manufacturing Management / Capital Projects / P&L / Team Leadership / Budgets Forecasting / MRP / Manufacturing Strategies / Lean Practices / Process Optimization / CMMS / Training / ERP Multi-Site / EHS / Cost Control / Inventory Control / KPIs / Quality Management Systems / Logistics / GMP Regulatory Compliance / Expansions / OEE / Product Development / Automation / ISO 9001 / HACCP Strategic manufacturing and operations leader with global experience and a history of success in solving complex challenges, optimizing processes, delivering capital projects and developing teams to drive performance, profitability and customer satisfaction during variable market conditions. Manage high volume, highly automated, continuous flow manufacturing facilities 24x5 and 24x7. Background includes reducing costs, improving margin, and increasing productivity and product quality.


Completed $25M project under budget within tight time constraints; averted project failure, costly upgrades. C&C Resources sawmill project lacked team, budget, schedule or plan. Identified critical path, developed plan and budget. Hired out building design, electrical study / installation, and building install. Averted $1M in power transmission upgrade. Plant throughput increased 40% with lower operating costs and waste. Increased plant throughput 66% and total product yield 5% while reducing total inventory >40% for Skretting. Hired new inventory manager. Executed detailed sales and product forecast used for production scheduling. Implemented cycle counting of finished goods, created weekly dead stock reports. Created incentive program for inventory manager to achieve <1% variation in accuracy of finished goods. Increased plant performance 10% above target with reduced staff by implementing key performance indicators. C&C Resources had not utilized KPIs on the plant floor, existing targets were unrealistic. Created daily production database to track performance. Created KPIs for uptime percentage, pieces per shift, and yield per shift. Worked with plant manager to set new targets. Improvement achieved within two months; shifts reduced from two to 1.5. Led $8M plant modernization / expansion, operations consolidation. Engineered consolidation from two plants to one. Eliminated redundant staff. Trained production operators on automation software and equipment. Implemented Quality Management System, SOPs and ISO 9001. Reduced annual operating costs $500K and order lead times 30%; product quality complaints decreased 75%. Throughput increased 25%, potential capacity 50%. Developed and implemented five-point Skretting Nutrace Quality Management System. No formal QA program had existed previously; product quality varied and customer complaints were high. The five sections included Certified Quality with ISO 9001 and HACCP at all plants; supplier assessment and management; substance monitoring; risk management for all processes; and tracking and tracing to meet FDA regulatory requirements. Retained key clients while increasing gross margin per unit 20% in declining market for Skretting. Led product development initiative to create more competitive products. Created sales and marketing campaign to promote new products. Worked with customers to test and convert to new product line. Mitigated significant raw material increases by creating lower cost products that outperformed traditional products. Expanded business in new market segment, securing $4M in sales from key Skretting customer. Industry consolidation in market increased competition, necessitating expansion in challenging new market. Targeted key producer; created new products, proved products via controlled R&D, introduced products to customer. Created logistics solution and JIT inventory. Exceeded customer expectations for quality, delivery and performance. Eliminated plant bottleneck, significantly increased throughput and product quality; retained key customers. Skretting plant was experiencing significant product quality issues. Traced product flow; discovered conveying device was damaging product and breaking down. Identified horizontal paddle conveyor as best and had it installed, which immediately resolved the quality issue. Plant continues to run with 80% higher plant throughput. Russell Higdon 801-***-**** • *************@******.*** • Page Two PROFESSIONAL EXPERIENCE

C&C RESOURCES INC. 2015 to Present

A $100M operator of three lumber manufacturing mills and a paneling plant. Vice President Operations

Lead all aspects of manufacturing including output, quality, cost, process improvement and capital projects in three plants including a $35M operating budget, three direct reports and 250 indirect reports.

• Led organizational development and change management; established objectives and bonus targets.

• Increased throughput 30% and yield 15% by upgrading to modern sawmill technology. $25M project lead.

• Created forecasting production planning tool that reduced deliveries to consumption level, log working capital by $800K per month and finished product working capital $500K.

• Increased availability by focusing staff of process optimization and PM program (CMMS-MP2). SKRETTING 1988 to 2014

A $6.7B global leader in innovative and sustainable nutritional solutions for the aquaculture industry. Manufacturing & Operations Manager, Skretting USA, 2010 to 2014. Managed all aspects of operations for the manufacturing plant in Salt Lake City, Utah including production, sales, engineering, purchasing, logistics, and inventory; a $35M P&L; $7M operating expense; nine direct reports and 150 FTEs.

• Oversaw quality systems and regulatory compliance: ISO 9001, GMP, HACCP, FDA, OSHA, USDA and CFIA.

• Restructured and transformed operation to a modernized global division. $10M in capital improvements.

• Introduced innovative products; renamed and rebranded company.

• Implemented ERP system leading to improved planning, decision making and central reporting. Manufacturing & Operations Manager, Skretting Canada, 2002 to 2010. Led operations for two plants in Canada including $45M P&L, a combined operating expense of $12.3M, seven direct reports and 75 employees. North American representative on a 10-country Global Production Team.

• Achieved Nutreco HSEQ Excellence Award for implementing highly successful health and safety program.

• Implemented Lean Manufacturing programs including 5S, TPM, OEE, Will-to-Win, Value Stream and Kaizen.

• Delivered multiple capital projects that increased quality and throughput while reducing operating costs.

• Exceeded 2009 EBIT target 35% by optimizing plant processes and sales volume.

• Increased plant yield to 96.5% from 92%, realizing $475K in annual cost savings.

• Drove a 16% increase in plant housekeeping score.

• Reduced breakdowns from 20% to 4% by implementing PM Program, computerized PM system (MP2). Process Exchange / Auditor, Skretting Norway, 2001 to 2002.

• Performed plant de-bottlenecking optimization audit and mapping of plant level ERP communication systems. Plant Manager, Skretting Canada, 1994 to 2001.

Managed all aspects of plant operations including a $5.5M operating expense, four direct reports and 55 FTEs.

• Increased plant throughput 50%, yield 4%; achieved export quality standards required by overseas distributor. Earlier with Skretting: Process Maintenance Engineer. EDUCATION / TRAINING

Civil & Structural Engineering Technologist, BC Institute of Technology Lean Manufacturing, Skretting

Leadership Development, Nutreco

General Management Program, Queens University

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