Continuous Improvement Manager

Randal H. Brown

**** * *** * ● Huntington, IN● 260-***-**** ● *************@********.***

Supply Chain Manager

Supply Chain Professional with extensive experience seeking a position with a growing company. Strengths include Manufacturing, Engineering, Maintenance, Logistics, with a focus on Continuous Improvement and bottom line growth.

Work Experience

Double H Manufacturing Marion, IN

Assistant Plant Mgr/Maintenance Mgr 2014-2016

Managed the Production, Maintenance, and Shipping area of the site, with a staff of 5 salaried Supervisors, 85 hourly Associates with a focus on On-time Customer shipments, Maintenance activities and Continuous Improvement in a Plastic Injection Molding process that produces Packaging for the Food Industry.

Introduced the 3 manufacturing locations to a Behavior Based Safety program that reduced TRFR from 14 in 2014 to 8 in 2015, through Observations, a Red Safety Work Order Program that identified risk areas, and provided closure to the risks.

Responsible for communication with Municipal Waste Water Treatment Plant to ensure compliance with the local Ordinances.

Served as Interim Plant Manager while search continued for a replacement.

Converted the site to a “Zero Landfill” status through investigation of recycling opportunities within the Waste stream incoming material vendors and local recyclers.

Implemented a Continuous Improvement program that focused on the scheduled Maintenance of Molding machines to bring the machines back to original condition to improve reliability.

Performed an RCA into the contributing factors of OSHA recordable injuries with a result of the installation of E-Stops to aid in clearing conveyor jams to prevent Hand injuries.

Introduced the Company to Root Cause Analysis as a tool to be used for Breakdowns, Quality Holds, and Safety incidents.

Unilever Ice Cream Huntington, IN

TPM/Maintenance Manager 6/2009 – 11/2013

Managed the Continuous Improvement & Maintenance functions of the facility with 6 Salaried and 21 Mechanics, in co-ordination with the Manufacturing & Logistics group for Continuous Improvement Activities.

Implemented and sustained a Continuous Improvement program that increased OEE (Overall Equipment Efficiency) by 7% through the use of 5S, Kaizen, QC Story, and Infinite Looping.

Led the 5S initiative as the initial step of the Continuous Improvement process to include the use of signage, shadow boards, and designated storage areas for materials.

Member of the BBS Leadership team and the (CSC) Central Safety Committee also attended BBS Action Planning Workshop to implement counter-measures from DuPont assessment.

Engineered and installed a single carton hand pack line to include the labor placement and subsequent Risk Assessment and Ergonomic study. OTIF

Implemented recycling measures and waste stream changes to make the site a “Green” Zero land-fill site in Oct 2012, in conjunction with the Unilever Sustainable Living Plan.

Reduced effluent costs by 21% through diversion of TSS & BOD to inedible thus avoiding Municipal waste stream through the installation of an Optical sensor, and diverted waste flow to a holding tank during out of spec conditions.

Led a team that reduced Consumer complaints by 12% for missing/not enough through control measures that detected lack of inclusion addition, and diverted defective material.

Trained 67% of the site population in a week long Continuous Improvement Facilitators course that taught the basic methodologies of the TPM process i.e., Kaizen, 5S, QC Story with Hands-on application of the tools.

Leader of the PSM (Process Safety Management) Team for Ammonia Refrigeration system including the HAZWOPER response team.

Coached Supervisory group through training and direct involvement in Safety contacts and Safety Observations as a part of BBS.

Conducted 105 Safety contacts and 34 Safety Observations YTD 2013 in response to BBS site survey for “Felt Leadership”.

Conducted Root Cause Analysis for all critical near miss accidents using the method of Phenomenon statement, 5 why, and lessons learned to implement counter measures.

Leading the project to de-commission the factory, to include removal and re-deployment of assets to other sites, directing a task list to 9 Salaried and 13 hourly personnel.

Manufacturing Manager (1/2002 – 6/2009)

Managed the Manufacturing and Maintenance Operations with 9 Salaried Supervisors and 130 hourly associates to produce quality packaged Ice Cream to meet customer demand within labor, and Raw Material waste targets.

Implemented a 9 person reduction of headcount through combining overlapping job responsibilities.

Facility worked Accident Free in 2007 and in 2009 through an increased focus on Safety based on the Keys to Excellence program (Continuous Improvement).

Facility named “Plant of the Year” in 2003 as a result of the best manufacturing results of the plant history where “hold” product was reduced to zero and the vertical start-up of a new packaged line.

Installed 4 new Metal detection systems that enabled the process to detect a smaller size of metal foreign material that reduced consumer complaints for metal by 25%.

Instituted a cross functional three shift team to address consistency from operator to operator and shift to shift for Statistical Process Control data collection and new equipment.

Member of the Union contract negotiating team in 2007.

Responsible for providing an annual plan to the Corporate Planning team to ensure that Planning and cost standards were agreed to by both parties.

Responsible for the conversion of approx $100MM annually of raw ingredients and materials under site control, and maintained an average of -1.8% Material variance during tenure.

Logistic Manager (6/1997 – 6/2009)

Responsible for Purchasing and Inventory Control of Ingredients and Packaging for the conversion of 33MM gallons of Ice Production, along with the shipment of Finished Products to Distribution Centers with 2 Supervisors and 46 hourly associates.

Increased Outbound loading capacity by 15% with no increase to headcount.

Responsible for building and managing an annual budget of $1.5MM.

In 1998 implemented a cost savings idea of $28k involving the conversion of Warehouse area into Production area to increase output.

Led Test Run initiatives for new packaging and materials for cost improvement and feasibility.

Led the Local Steering Committee which oversees the Manufacturing and Process Improvement Teams.

Led an initiative to reduce the cost of packaging materials through the gauge downsizing through testing from manufacturing floor to customer tracking.

Warehouse Supervisor (6/1994 – 6/1997)

Responsible for Purchasing and Inventory Control of Inbound Raw Materials for the conversion of Raw Materials to finished product.

Decreased outside ingredient storage cost by 25% through the control of JIT deliveries.

Reduced Days of Inventory on hand by 10%.

Negotiated freight rates for the transportation of inbound raw materials and ingredients.

Managed inventory levels and logistical movements from outside storage facility to the manufacturing site.

Education & Training

B.S. Business MANAGEMENT INDIANA Institute of Technology Ft Wayne, IN

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