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Plant Manager

Rochester, New York, United States
October 28, 2016

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Rene Menard; 585-***-****;

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;


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


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.


-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.


- 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


-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


-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


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)

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