Operations / Technology Manger
Resume:
Peter R. Boevers
**** **** ****** **********, **.
acxw7f@r.postjobfree.com
https://www.linkedin.com/in/peter-boevers-3a79831b
Summary
My expertise is in troubleshooting manufacturing systems, processes and procedures, rapidly identifying underperforming areas, and spearheading effective turnaround, efficient restructuring, culture transformation, and innovative growth strategies. My strength is in leading-edge manufacturing systems specializing in zero injuries, continuous improvement, maximum efficiency, 100% 1st-pass quality, and consistent on-time delivery
Continuous Web HAACP ISO Cost Reduction
Thermoforming USDA SPC Union Management
Extrusion SQF TPM Metal Fabrication
Lean FDA 5S Supply Chain
TPS AIB P&L SKU Rationalization
Operations Management Consultant - Self Employed 2013 - Present
Industrial Louvers
A manufacturer of custom Architectural metal work.
Plant Management Consultant 2016 – Present (Delano, MN.)
Reviewed, recommended, developed and implemented improved scheduling processes to leverage the capability of the existing ERP system and eliminate waste in the system.
Optimize warehousing of raw materials to reduce inventory level and dollars, and improve efficiencies in manufacturing.
Developed SQDIP reporting boards with meaningful metrics in order to identify gaps and facilitate real time problem solving.
Develop and implement standard work for manufacturing operations including leadership.
E.A. Sween / Deli Express
Production and distribution of 70+ million Ready-To-Eat sandwiches annually.
Operations Management Consultant 2014 – 2015 (Eden Prairie, MN.)
Implemented a Pay for Skills program to bring hourly wage structure in line with the current market norms and provide growth and development paths for all employees. Achieved a 25% reduction in employee turnover 2014 – 2015 YTD.
Developed budgetary tools including Sales and Operation Plan, Master Schedule and Labor (FTE) calculator to determine accurate capacity and cost structure of the facility and data / information based tools on which decisions were made.
Achieved SQF Level III in 2015 to satisfy customer requirements (Wal-Mart, Target) and continue to open new markets for the end product.
Work collaboratively with all functions to design future state maps in order to manage double digit growth year over year including new manufacturing facilities, ERP systems and vendor / partners.
The Toro Company:
A worldwide provider of innovative turf, landscape, and construction equipment
Operations Management Consultant 2013 – 2014 (Shakopee, MN)
Implemented lean manufacturing tools including Tiered Communication Boards, Kanban Pull and Level 1 TPM on critical machine centers resulting in efficiency improvements and overtime reduction. Resulting improvements generated an additional $293,000 in overhead absorption 2013-2014.
Developed performance management tools including resource planners and attendance tracking which has resulted in a year over year reduction in absenteeism rate generating an annual savings of $320,000.
Implemented EHS layered process audits focusing on behavioral change which contributed to a reduction in TRIR from 12.25 to 8.04 2013-2014.
Serve as the Lead Negotiator for all Union Contract negotiations. Completed 3-year contract renewal in May 2014 with significant changes to ensure the longevity and financial health of the facility.
Full Time Experience
Rational Energies – Start Up Venture 2012 – 2013 (Plymouth, MN.) Minority Owner / Plant Manager Synthetic Fuels
Managed the design, construction and commissioning of a one of a kind energy transformation
facility. Rational Energies uses recovered plastics from the Municipal Solid Waste stream as a feedstock to produce high value products such as crude oil, diesel and jet fuel.
Served as the site superintendent during the construction process while overseeing 70+ contractors on a daily basis..
Successfully staffed 60 employees including direct and indirect labor to begin the commissioning process on schedule.
Achieved zero injuries and environmental incidents during the construction and commissioning of the facility.
Developed functional programs including EHS protocols, Production Planning, 5S, Lean Implementation and others for the long term use of the facility.
Liberty Tire Recycling 2010 – 2012 (Savage, MN.) Regional Operations & EHS Manager
Managed four operating locations in the Upper Midwest (MN., WI., IA.) with total revenue of $75 million dollars. Directly manage a staff of four General Managers and 240 indirect personnel. All processes were managed within state and local permit parameters and federal DOT and OSHA requirements.
Functioned as the Regional EHS Lead. Completed Y2010 with a total of 23 OSHA Recordable Injuries, of which 13 resulted in lost time. Through a comprehensive implementation of an EHS Management Plan OSHA Recordable injuries in 2011 were reduced to seven with two resulting in lost time.
Implemented a Sales and Inventory Planning process from which all manufacturing sites generated production plans and determined inventory levels. Finished goods inventory was reduced by 52% resulting in $556,000 in free cash flow.
Developed and implemented cost reduction initiatives for Y2011 at all operating locations. Areas identified include: Maintenance Expense, Overtime and Waste Reduction. Bottom line savings resulted in $435,000 in EBITDA and $325,000 in free cash flow.
Identified and implemented Lean Manufacturing Initiatives to increase productivity and reduce cost. These programs include: Visual Pacing Boards, Real time Problem Solving, and Total Productive Maintenance on both Rolling Stock, and Primary Processing equipment.
Reynolds Consumer Products (A subsidiary of Alcoa) 1997 – 2010
Manufacturer of plastic packaging for the food and food service industries
Converting Plant Manager 2003 – 2010 (Grant Park, IL, Rogers, MN)
Direct all activities relating to the production and distribution of extruded and thermoformed continuous web plastic food packaging for the Retail and Consumer Products industries. Directly manage a staff of 4 Managers and indirectly manage 120 hourly employees.
Achieved eight years without a Lost Time Injury (LTI) and a Total Recordable Rate (TRR) significantly below industry average through heightened expectations and awareness. Implemented the DuPont STOP program as well as Safe Start. Achieved a TRR of 0.0 in 2004, 2005 and 2009.
Internalized production of major product lines resulting in multi-million dollar annual savings
Increases in productivity (OEE) by the implementation of Lean Manufacturing Concepts including A3 problem Solving, Standardized Work, TPM, and Kaizen Improvement.
Introduced low cost / no cost automation to reduce labor cost by 48% over a three-year period. Total headcount reduced from 215 to 145 while increasing revenue and output.
Production Manager 2002 - 2003 (Santa Fe Springs, CA.)
Direct all activities related to the production of extruded sheet and thermoformed plastic food packaging. Directly managed a staff of two managers, six Supervisors and 90+ indirect production employees.
Achieved zero Lost Work Days (LWD) and zero recordable injuries over 12-months.
Improved machine efficiency (OEE) by 21% through preventive maintenance initiatives and grass roots process management.
Worked extensively with Research and Development through the toll gate process to rapidly introduce new products into the market place.
Production Supervisor 1997 – 2002 (Rogers, MN.)
Responsible for all facets of manufacturing shop floor, including safety, quality, production, maintenance & material movement while supervising a 60+ employee shift.
Reduced direct labor cost by 54% from 1998 – 2001 through aggressive implementation of Lean Manufacturing techniques.
Improved safety performance from a TRR of >10 to 3.00 through increased awareness and expectations as well as introducing the DuPont Stop Program.
Key Accomplishments
Named “Outstanding Alcoan”. An award that recognizes exceptional performance on an annual basis for “great initiative and leadership in several areas that are above expectations”. Award received for outstanding performance in safety, cultural change, lean manufacturing and headcount reduction.
Triggered double digit improvement in the areas of scrap reduction, efficiency improvement and headcount reduction at all locations through the use of aggressive Lean Manufacturing technique implementation, SKU rationalization and low / no cost automation.
Achieved SHARP Certification (Voluntary OSHA Compliance) at two facilities by demonstrating procedural and operational execution of all OSHA standards.
Education & Credentials
Bachelor of Arts, Management
Hamline University, St. Paul, Minnesota
Training and Development
Twin Cities APICS, Lean Enterprise Certified
Twin Cities APICS Chapter, CIRM
Lean Practitioner Certification via the Manufacturers Alliance
Lean Manufacturing via the Toyota Production System (ALCOA)
Health and Safety Management Systems (HSMS) Certified
Proficient in all Microsoft office applications
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