Plant Manager

Michael T. Chapman

*** ******* **** *******, ** *6003 Cell: 443-***-**** *********@*****.***

Project / Production Management Professional

MBA with a concentration in Project Management

Operations Management EH&S 6 Sigma Greenbelt SAP Experience

MBA - Project Management MS-Project Batch Production Experience

Lean Manufacturing SPC Experience Change Management

PROFESSIONAL EXPERIENCE

PACTIV, Red Bluff, CA Current

Packaging, Food Service with over $6B in annual revenue

Plant Manager (2014-2016)

Currently manage a 460MM piece per year paper products manufacturing plant with an annual budget of approximately $10MM. Responsible for all operations, safety, environmental, maintenance, quality, finances, shipping and union interaction at the plant.

Excellent control of plant finances in 2014 and 2015. Reduced spending by 6% compared to budget.

Excellent safety record with only 1 recordable over the past 2 years.

Environmental excellence award for 2014.

Safety excellence award for 2014.

Increased production by over 8% in 2014.

Initiated and supervised projects that saved the company over $300K in 2014 and 2015.

Responsible for the plant’s budget and capital spending

Comfortable interacting with all levels of the organization

Unit Manager (2012-2014)

Managed the day to day operations of a paper products manufacturing plant. Responsible for plant safety, scheduling, operations management, union/management relations, performance evaluations, and production.

Implemented new procedures to better control plant quality.

Successfully integrated a new automated packaging system for cup carriers.

Worked with the controls engineer to recommend changes to plant automation processes.

Mentored team members to help maintain a zero accident rate.

Handled all union discipline matters with HR

HONEYWELL, Metropolis, Ill

Transportation, automation, specialty materials, and aerospace with over $33B in annual revenue

Production Supervisor (2011-2012)

Managed a shift of production employees producing uranium hexafluoride for the nuclear power industry. Responsible for EH&S activities, scheduling, waste management, employee evaluations, and production.

Managed the ore preparation and UF4 operations in the plant, certified in UF4 operations.

Covered UF4 operations during a strike by the steel workers union.

Worked with the controls engineer to recommend changes to plant automation processes.

Mentored team members to help maintain a zero accident rate.

GEORGIA-PACIFIC, Dubuque, IA

Tissue, pulp, paper, packaging and chemicals with over $20B in annual revenue.

Production Supervisor (2010-2011)

Managed a shift of production employees producing containers for a packaging plant. Responsible for EH&S activities, scheduling, waste management, employee evaluations, and production.

CLARIANT, Milford, DE

Specialty chemicals, dyes, colorants, and performance chemicals with $8B in annual revenue.

Production Manager (2008-2010)

Joined organization to oversee projects driving environmental health and safety (EHS), operational efficiencies, and production growth with a $375K per month budget. Orchestrated on-time completion of projects and daily production while leading quality assurance and providing senior management reporting.

Played a significant role in coordinating highly visible activities across projects and production levels by overseeing pigment, carbon-black, and compounding twin screw extruder projects.

Led completion of key projects by managing all production, recruiting personnel, and scheduling resources to meet established deadlines.

Collaborated with the EH&S manager to make sure all employees were compliant on safety initiatives.

ADELL PLASTICS, Baltimore, MD

Focused on plastics compounding with 3 plants and $60M in annual revenue.

Plant Superintendent (2004-2008)

Hired to lead projects across 6 twin screw production lines for plastic compounding extruding. Spearheaded all production, scheduling, and safety issues with a $500K per month budget. Supervised 5 direct report employees and 60 union employees.

Saved 5% in lost product and reweighing time as a result of leading a project to automate consistent container weight across weighing stations.

Improved shipping packaging 15% by managing a new silo loading/unloading project for raw materials.

Reduced downtime 20% through a project that transferred an existing product to another extruder.

Improved personnel productivity by launching a new training program.

Managed plant inventory and made accounting adjustments for monthly cost accounting and accuracy.

Handled all union grievance meetings and worked with senior union officials to ensure smooth employee operations in the plant.

Worked with the maintenance manager on scheduling equipment for repair and on the plant annual shutdown for maintenance

W.R. GRACE, Baltimore, MD

Operated in 40 countries offering specialty chemicals and chemical products. $3.3B in annual revenues.

Plant Superintendent (2001-2003)

Led a team of management professionals in operating the Silica’s and Adsorbents facilities at the Curtis Bay site of W.R. Grace. Directly responsible for 7 unit operations, 60 union and 8 salaried employees.

Implemented a safety stand down day after a series of incidents in the plant; reduced union grievances and defused issues after reducing safety issues by 85% thereafter.

Analyzed manufacturing data and created insightful reports for senior management using Microsoft Excel and PowerPoint; analyzed staffing levels for the plant and saved the company thousands of dollars by shutting down the plant when necessary. Created new product budgets in SAP.

Managed over $10 million worth of projects, including a catalyst plant start-up, and the addition of 2 new wash-pots, increased production over 300% on a major catalyst project.

Achieved a product line inventory reduction of 10% by interacting with sales and logistics to control inventory.

Negotiated changes in the union work procedures that allowed one operator to run two jobs at the same time, helping the company to save thousands of dollars in overtime.

Customer Service Manager (1998-2001)

Promoted to lead western hemisphere customer service projects and operations for the silica product line. Personally tasked with supporting sales staff, addressing customer complaints, and tracking sales data for North/South/Central America, Mexico, and Canada. Managed a $60K per month budget with 12 direct reports.

Improved internal operations by overseeing projects that integrated new product line and implemented SAP for the call center.

Ensured all product was produced and shipped on-time working in coordination with Director of Sales, Vice President of Product Line, credit department, and manufacturing personnel.

Improved customer service and special project handling by partnering with IT department to automate telephone services and interacting closely with inside sales staff.

Prepared individuals for advancement and new challenges by coaching, mentoring and development in areas of need.

Collaborated with the Director of Sales to implement pricing strategy for all products.

Handled all customer complaints with the appropriate customer service representative.

Process Supervisor (1992-1998)

Chosen to lead projects focused on improving operations and/or reducing costs/expenses. Independently managed union issues and EHS compliance while being held accountable for monthly financial reporting, including a $365K monthly budget. Supervised 4 direct reports.

Responsible for keeping accurate inventory and complying with environmental regulations to ship waste material to an off-site waste facility.

Increased production capacity 22% and 35% through installation of new equipment and additional facility space respectively.

Reduced ammonia waste 50% as a result of introducing a new bio-reactor.

Saved more than $40K per month by controlling maintenance costs.

Responsible for the monthly safety meeting and for implementing safety changes in the plant.

Directed production that helped the telephone companies repair cables after September 11, 2001, ensuring production was successful and all product was shipped on time.

Achieved a product line inventory reduction of 10% by interacting with sales and logistics to control production.

Introduced a Honeywell Distributed Control computer system to the plant which allowed the plant to become more automated; developed spreadsheets using Microsoft Excel to track production; used SAP software to do month-end accounting and inventory reconciliation for variance analysis; demonstrated how to use the accounting software to just-hired employees.

EDUCATION

MBA in Project Management

AIU – Hoffman Estates, Illinois

B.S. in Biology

Wright State University, Dayton, OH

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