Manager Continuous Improvement

JAMES ARNAU

***** ******** ****, **********, ** *3414 Cell 561-***-**** Email: ***.*****@*****.***

SUMMARY

A results-driven manufacturing manager and continuous improvement leader that leverages Root Cause Problem Solving and Lean/Six Sigma methodologies along with excellent team-building and people-development skills to achieve operational excellence. Big-company skills with an entrepreneurial spirit. Proven results in cutting costs, turn-around execution, and delivering ROI.

EXPERIENCE

BLUEWATER PROPERTIES

OWNER / SOLE PROPRIETOR JANUARY 2015 - PRESENT

Rehab and renovate single-family and multi-unit investment properties, executing property-repositioning, buy/sell, and buy/hold strategies in turn-around and vacation rental markets.

Renovated and repositioned multi-unit “Bluewater Bungalows,” Singer Island, Florida, increasing rental revenue of the complex by 40%, generating a 25% ROI in year one and exceeding 10% cap rate

Renovated and repositioned single-family “Cottage on Long Lake,” Naples, Maine, leveraging vacation rental strategy to increase cap rate to 12%, deliver zero vacancy for 12 consecutive months, and 5-star customer reviews

Renovated and sold “Spring Hill” condominium, Cambridge, Massachusetts, resulting and a 60% return on investment

FLORIDA CRYSTALS / DOMINO SUGAR, PALM BEACH, FLORIDA

PACKAGING OPERATIONS MANAGER MAY 2015 – JULY 2016

Manage multi-plant manufacturing operations including production, maintenance, and sanitation for 21 production lines and processing systems in a highly complex, consumer packaging operation. Direct reports include 8 leaders, administrative staff, and 150 hourly employees.

Increased efficiency on two startup lines from 55% to 68% in 3 months, eliminating a capacity constraint and enabling a $500k increase in annual sales by leading a problem-solving team and applying Kepner-Tregoe methodology

Slashed total recordable injury rate from 4.3 TRR to 1.6 TRR in one year through implementation of weekly safety meetings, inspections, and supervisor-to-operator coaching sessions

Increased efficiency on 17 out of 21 production lines in FY2016. Implemented visual management “War Room” and cross-functional Daily Production Review meeting, identifying top losses, triggering actions from missed targets, and establishing action item accountability for front-line leaders.

NESTLE WATERS, POLAND SPRING, MAINE

OPERATIONS MANAGER / AUTONOMOUS MAINTENANCE PILLAR LEADER JANUARY 2013 – APRIL 2015

Managed manufacturing operations including 11 high-speed production lines (container manufacturing, filling, and secondary packaging). Direct reports include 10 leaders, administrative staff, and 175 hourly employees.

Increased factory production capacity to achieve a 7.5% case output growth year-over-year, and record factory output of 57M cases while delivering $220k in labor cost reduction in 2014

Turned around operations labor budget in 2013, delivering over $800k of variable labor savings by executing time studies and eliminating unnecessary headcount

Restructured operations leadership team to improve continuous improvement capabilities and increase capacity, executing operational master plan at 90% on-time, 94% on-target in 2014

As Problem Solving Stream Lead, executed rollout of Go-See-Think-Do process, training 85% of the workforce on 5-why, Fishbone, and Process Mapping tools, executing over 120 operator-driven problem-solving events in 2014

NESTLE WATERS, POLAND SPRING, MAINE

BLOWMOLDING MANAGER / SITE SAFETY MANAGER NOVEMBER 2008 – DECEMBER 2012

Led Blowmolding / Injection Molding department, managing 2 leaders and 36 hourly employees including production and maintenance. Responsibilities increased to include site safety, health, and environmental compliance and leadership responsibilities in 2010.

Turned around safety results, decreasing lost-time injury rate from 8 in 2011 to 1 in 2012 by implementing behavior based safety program in the plant and launching a machine-guarding improvement initiative. Successfully led the plant through a major recertification to ISO 14001 / OHSAS 18001 safety, health, & environmental standards.

Generated over $2 Million in annual cost reductions as factory lead for bottle and cap weight reduction projects. Slashed cost of sparkling water bottles by utilizing excess equipment capacity to self-manufacture bottles.

Achieved Nestle Waters “Best of the Best” operational excellence award and an international patent for equipment redesign by leading a Six Sigma project to improve mechanical sustainability in blowmolding equipment. Solution was implemented across Nestle Waters for over $1.2 Million in annual cost savings.

JOHNSON & JOHNSON MEDICAL DEVICES, RAYNHAM, MASSACHUSSETTS

MANUFACTURING TEAM LEADER / LEAN MANUFACTURING LEADER JUNE 2006 – NOVEMBER 2008

Led machining and packaging operations for class 3 medical devices. Direct reports included 3 shift leads, production planner, and 56 hourly production technicians.

Led an industrial hygiene team to redesign manual workstations and tools, reducing exposure of machinists to airborne metal particulates by 75%

Executed Lean 5S Initiative in machining work cell, engaging operators to refurbish and reorganize all workstations and establish self-assessments to sustain improvements. Maintained 85% compliance to Sustain audits after implementation.

Generated over $900k in labor savings through over-processing waste reduction. Applied Value-Stream Mapping tools to identify waste and developed standard work routines to reduce manual grinding and rework time by 7 minutes per part.

GENERAL MILLS

PLANT TECHNICAL SUPERVISOR, YOPLAIT DECEMBER 2005 – MAY 2006

Led production maintenance department, including 28 mechanics, electricians, and automation technicians.

Scoped, resourced, and executed overhauls on high-speed yogurt lines leveraging mechanic and vendor support to achieve on-time startups and reduce mean-time-between-breakdown by 15% throughout the plant

Cut the work order backlog from 1200 to 300 by implementing work order review meetings, involving operations customers and improving prioritization of work

GENERAL MILLS

CONTINUOUS IMPROVEMENT ENGINEER II, YOPLAIT APRIL 2004 – NOVEMBER 2005

Manufacturing system expert responsible for improvement of 4 high-speed Yoplait lines.

Pitched a project proposal and secured capital to redesign and upgrade two major yogurt packaging systems. Led commissioning of two casepackers including factory acceptance, training, and startup execution, improving system performance by from 63% to 70% in 2005

Led factory-wide implementation of automated downtime tracking and line performance measurement system

GENERAL MILLS

PROJECT ENGINEER / ENGINEERING DEVELOPMENT PROGRAM AUGUST 2002 – MARCH 2004

Led multiple manufacturing projects including capital improvements, teambuilding, training, and waste reduction while rotating through production, engineering, and maintenance functions.

Executed $750k capital improvement projects to achieve compliance with corporate product quality inspection standards, including machine vision, x-ray, and metal detection.

Slashed pizza sauce waste by $250k annually by implementing a sauce reclaim system

Implemented factory waste tracking program to quantify pounds of waste generated from each production line, providing visibility and enabling future waste reduction projects throughout the plant

EDUCATION

UNIVERSITY OF MAINE - ORONO, MAINE

B.S., Electrical Engineering, 2002

FLORIDA ATLANTIC UNIVERSITY – BOCA RATON, FLORIDA

Executive Certificate in Lean / Six Sigma (Greenbelt) – 2016

CERTIFICATIONS & CREDENTIALS

ISO 14001 / OHSAS 18001 Safety, Health & Environmental Management Systems - Certified Internal Auditor

OSHA 10-Hour Certification

Kepner-Tregoe Problem Solving and Decision Making (PSDM) Certification

Nestle Go-See-Think-Do Problem Solving – Qualified Trainer

International Patent – “Valve with Multiple Segments”

PROFESSIONAL DEVELOPMENT

Steven Covey’s 7-Habits of Highly Effective People - Nestle

TPM – Autonomous Maintenance Pillar Leader Training- Nestle

“Essentials of Management” Coaching Training - Nestle

“Make Your Mark” Leadership Training – Nestle

“Learning to See” - Lean Manufacturing for Lean Leaders – Johnson & Johnson

Capital Project Manager & Startup Manager Courses – General Mills

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