Rene Menard
http://www.linkedin.com/in/renemenard/; 585-***-****; acw94w@r.postjobfree.com
Manager skilled at balancing customer requirements with Business Unit objectives by overseeing all strategic & day-to-day activities from Order–to-Ship to meet daily, weekly, monthly & annual performance metrics.
Proven record of reducing costs and optimizing productivity by monitoring all aspects of manufacturing through the utilization of Lean Six Sigma continuous improvement principles and the development and implementation of effective reporting systems that monitor all aspects of manufacturing within a framework of Safety(S), Quality(Q), Delivery(D), Cost(C) & Inventory(I) (S.Q.D.C.I.).
Skilled at grasping complex concepts, analyzing & interpreting ideas into logical strategies, with the identification of organizational strengths & weaknesses and formulating & implementing company policies and standards. Experienced at arbitrating conflicts of interest between constituencies of business, exhibiting ethical conduct, sustaining compliance with a myriad of regulations and, as a responsible member of society, have done no harm to the natural environment.
Additional Skills:
Certified Six Sigma Black Belt (SSBB) & Lean Leader (LL)
Toyota Production System (TPS): 5S, Kaizen, Value Stream Mapping/Management, Visual Management, SPC, TQM, TPM, Statistical Process Control (SPC)
PMI Certified PMP: project cycle management; production/strategic/business/workflow/sales & operations (S&OP) planning
Integrated Supply Chain Management: MRP
Financial Management: budget development & monitoring; cost analysis/reduction & control strategies; revenue expansion; P&L component accountability; KPI data analysis;
ERP: SAP/MAS 90
Engineering/Maintenance/ Quality Management: ISO 9001
Food Safety Standards: GMP guidelines & procedures; SQF Level 3; NUT HACCP; Processing & Packaging
Regulatory Requirements: OSHA, EPA, FDA, USDOL
Labor Relations/Organization Development: situational leadership style; team builder & employee motivator; train/develop staff inline with High Performance Work Systems (HPWS) practices
Product Commercialization: program development; manufacturing/ transactional process engineering/simplification/optimization/sustainability
PROFESSIONAL EXPERIENCE
Bonduelle Americas (Oakfield NY) 08/2014 – 5/2016
Plant Manager producing fresh frozen vegetables supporting industrial, retail branded and private label
Developed operating budgets and monitored expenditures for supplies, materials, and manpower, to ensure efficient utilization of all production resources
Reviewed production schedules/orders to coordinate inventory, staffing, work procedures and duty assignments, considering budgetary and time constraints
Monitored product results to established standards; directed testing to ensure product quality
Developed and implemented basic production tracking and control systems
Prepared/maintained routine production reports, as directed
Analyzed various operational reports to detect and resolve production problems with technical or administrative staff.
Managed facility/equipment preventive maintenance, repair, modification, or replacement
Promoted the Company Food Safety program and ensured all protocols and policies are followed, including training the employees, and maintaining the facility and plant environment
Ensured effective utilization of human resources including appropriate workload, work schedules and performance management
Ensured compliance with all company policies and governmental regulations
Once Again Nut Butter 05/2013 - 2/2014
Chief Operations Manager in a >$40 Million sales operation that produces organic/natural nut and seed butters distributed domestically and internationally from an SQF level 3 certified facility staffed with 60 cooperative owner/employees.
Balanced labor/equipment/materials to improve fulfilment rates by 35% and thereby sustained >98.5% order fulfillment rate
Established KPIs that drove improvements in labor utilization, equipment uptime, inventory allocation and overall productivity
Ensured manufacturing plans aligned with inventory goals to reduce carrying costs
Drove strategic deployment of resources in support of Sales & Operations Planning
Maintained oversight for all programs associated with SQF Level 3 System Certification and managed resources to meet food quality and safety requirements
Built brand quality by sustaining compliance to customer specifications utilizing HACCP practices
Key member of senior management team and played a key role in the development of business strategy & deployment
Worked with General Manager in the development of capital equipment plans and directed expenditures to support business growth initiatives to provide a strong return on investment
Managed installation and integration of a $2M production line in a systematic and expeditious manner
Honeywell Corporation (Titanium mfg.) 06/2010 - 3/2013
Plant Manager responsible for 24 x 7 operation producing high-grade titanium using the Hunter Process.
Successfully deployed Honeywell’s interpretation of the Toyota Production System
Established plant Vision & Mission and Strategic goals utilizing customer focus information.
Implemented strategic plans to support the plant goals (e.g., budgets, forecasts, capital plans, operating review, facility plans, etc.)
Directed the identification and implementation of continuous improvement and cost savings initiatives through TPM methodologies. Promoted TPM activity to ensure incidents reports (root cause analysis & rapid problem solving) are completed per procedure
Adhered to the MOC (management of change) process to include installation, customization and/or upgrading of equipment. This included coordination of the revision of P&ID documentation and personnel training
Coordinated monthly raw materials, in-process and finished goods inventories with purchasing consistent with company inventory levels/turnover goals
Developed and approved the master production schedule, shipping schedule and coordinated production activities between shifts and other functions
Established a labor productivity accounting system that resulted in a 40% time utilization efficiency
Maintained plant oversight using KPIs to achieve safety, cost, delivery, quality, inventory, and ETECT objectives
Ensured that all Process Safety Management and Change Management processes and Standard Operating Procedures are strictly enforced
Liaised with the community to represent the company as exemplary corporate citizens. Established and maintained working relationships with community leaders, state and local organizations, regulatory officials and other producers to sustain plant operations and support Responsible Care initiatives
Drove and personally promoted the core value of zero accidents and incidents to all operations ensuring a safe working environment for all employees. Actively engaged with the workforce to reinforce safe behaviors
Ensured that the plant was in compliance with company, EPA, OSHA, DEQ laws, rules and regulations
Established plant quality standards and quality improvement initiatives to instill a culture of continuous improvement
Actively participated in supplier interaction activities, such as in-sourcing, outsourcing, quality and delivery issues and supplier visits and audits
Facilitated and drove employee engagement activities. Encouraged and supported employee suggestions and recommendations relating to continuous improvement of the work environment, processes and the elimination of waste
Reviewed, developed, implemented and revised all processes and procedures within the manufacturing area to ensure continuous improvement. This included implementation and maintenance of lean principles, with proven results as indicated by plant key performance indicators (KPI). Also included use of Kaizen events, participation in audit programs and implementation of engineering changes
Self Employed working w/Monroe County Sheriff Human Resource Department 04/2009 - 01/2010
Lean Six Sigma Process Improvement Consultant
Worked with the Monroe County Sheriff’s human resource department as a Process Improvement Consultant on a project to reduce the time and improve the yield in their deputy hiring process
Ten Cate-Enbi Inc. (injection molding mfg.) 04/2006 - 09/2008
Production/Operations Manager responsible for producing custom injected silicone rubber, Teflon-coated sleeves and fabricated urethane foam components targeted primarily at the world wide office and health equipment industry.
Established:
-annual budget & personnel schedules to meet monthly order fulfillment goals
-quality control standards, and cost controls in production of 150 products
Developed work instructions & raw material allocation plans
Procured materials: silicone, foam etc., to support JIT production
Achieved 59% improvement in process-throughput efficiency and 3.0% improvement in net income
Facilitated production & lean material management activities with the use of Glovia and Cognos systems
Established / Coordinated lean manufacturing activities to obtain optimum production & utilization of human resources and equipment
Acted as primary liaison to Sales and Supply chain on critical supply issues and new product launches
Managed :
-3 supervisors responsible for 3-shift production operation
-world wide shipping & receiving activities
-equipment maintenance schedules ensuring maximum uptime
-month-end close business processes
-just-in-time inventory levels thereby achieving reductions in carrying cost
-Key Performance Indicators & performance metrics
Self Employed working w/Monroe County Sheriff Civil Bureau 03/2005 - 09/2005
Lean Six Sigma Process Improvement Consultant
Demonstrated success with transactional process improvement by reengineering service processes at both the strategic and operational levels.
Developed:
- a customized filing (Visual System) used to track work flow improvements and minimize deviations
- process flow diagrams (SIPOC, Swim Lane and Value Stream Map) used to instruct accountable personnel on transactional operating procedures
Integrated 5S principles into each transaction station in support of business improvement objectives
Championed:
-the deployment of Lean knowledge, tools and techniques to achieve significant reduction of cycle-time, rework and waste
- a cross functional team through a business process redesign exercise
Established benchmark metrics, collected and summarized transaction data, identified improvements & solutions to operational issues, prepared new & revised process mapping documentation
Utilized the DMAIC process to increase the success rate of recovering assets from debtors and increase the yield per opportunity in two business service processes
Introduced accountability within business processes with the instantiation of new process controls
Eastman Kodak Co. 02/1980 – 01/2004
Training Manager – with Research & Development
Analyzed/documented requirements and developed web-based instruction for the deployment of the Production Planning, Materials Management and Human Resource Reporting SAP modules
Instrumental in creating the product development community’s organizational resource development plan for electrical, mechanical, and software engineers
Directed development & procurement of R&D training on a variety of CAE & CAD tools
Qualified suppliers & negotiated a 30 % discount for instruction and consulting with an industry leading software vendor
Revised Computer Aided Design Software training materials which resulted in re-occurring annual savings of $20,000 with incremental savings of $1,000 per student per event
Qualified, negotiated, and tailored VHDL self teach instruction resulting in reoccurring savings of $2,200 per student per occurrence
Secured a grant of $240K used to enact process standardization improvements
Achieved 10% year over year reduction in million dollar SGA expenses utilizing continuous process improvement techniques while maintaining a high level of service
Championed a lean six sigma project to reduce transaction time, improve accuracy of the initiation & execution of purchase orders that resulted in a 37% reduction in cycle time
Service Business Planner – for a new business venture
Established and ultimately revised Service Business Strategies on a number of new products
Led a cross-functional team with representatives from manufacturing, customer service, technical service, quality assurance testing, information technology, sourcing, accounts receivable, logistics and shipping that ensured a smooth product launch
Performed competitive analysis of equipment service offerings
Created a service warranty/repair strategy that encouraged distributors & resellers to market our product over that of the competition
Established an Authorized Service Center and Self Maintenance Agreement that enlisted repair support from non-direct services
Developed a part stocking policy, a graduated part pricing policy, a warranty repair & reimbursement policy, a Material Return Authorization policy and an equipment repair escalation policy
Created a fully-staffed call center to address real time customer and service organization support issues
Recruited a group of Customer Support Representatives that provided tailored distributor/ reseller onsite support
Bundled the service diagnostic software and service publications which provided reduced service cost and improved service delivery, insured version control and virtually eliminated service revenue erosion from non-authorized third party service organizations
Managed design releases into the product Bill Of Material to coincide with the release of part availability to field service, along with the development and release of the service documentation required to install, adjust, diagnose and repair the equipment
Established service frequency and reliability metrics (through in-house testing) used to determine initial: equipment territories and staffing levels, anticipated call duration, equipment maintenance agreement contracts and pricing levels at different levels of equipment usage
Performed monthly monitoring of customer equipment usage, parts usage, and expended service hours by failure occurrence which was used to initiate the corrective action in field repair operations, parts stocking & distribution, design & manufacturing as well as re-manufacturing thereby addressing the highest repair cost issues first
Call Center Supervisor – with a technical assistance center
Managed a staff of engineers in a centralized support center that provided 3 levels of support: customer direct, US/Canadian technicians, European centralized support center
Interviewed, hired, and career counseled staff. Created, reviewed and presented employee performance appraisals and identified personnel development opportunities
Improved operational:
-costs efficiencies in product manufacturing/remanufacturing/service support through analysis of statistical metrics
-transaction efficiencies, cycle time, and personnel utilization by identifying and eliminating activity waste
Participated in the design process for new products; reviewed and approved design for quality/reliability/serviceability requirements
Established:
-equipment and personnel performance goals
-and managed an annual operating budget of over $2 million dollars and drove 40% service margins on Equipment Maintenance Agreements that exceeded $250 million
-and implemented a root-cause analysis and corrective action process used to improve product design, which resulted in increased product reliability and lower operating costs
-alternate support strategies to address individual customer needs which resulted in increased customer satisfaction
Provided direction to field service & sales managers in resolution of product and customer issues
Technical Resource & Supervisor - field operations – Boston, MA.
Directed 30 Equipment Service Engineers on technical, administrative and operational issues
Managed parts inventory, workload/ resource distribution, and service call management
Tracked service metrics such as call duration, response time, parts usage, repeat calls and total cost per unit volume of service
Resolved equipment performance and customer satisfaction issues
Coordinated equipment modification and alteration activity
Education:
Bachelor of Science Engineering Technology - Northeastern University, Boston, MA
Certificate Electronic Communications - Sylvania Technical Institute, Waltham MA
Black Belt, Lean Six Sigma Certification.
PMI certified Project Management Professional (PMP)
HAACP trained from the University of Georgia
Mechatronics, Phase II SLC 500 basic PLC training certificaction
DuPont STOP Safety training certification
Computer skills – Word, Excel, PowerPoint, Project, ERP SW (SAP & MAS 90)