Stanley Bogdan

** ****** *** **** # 401-***-****

Woonsocket, RI 02895 ad02m3@r.postjobfree.com

Summary:

I am proud to say I am an advisory board member for Regenie’s Snacks. I have over 25 years of diversified manufacturing experience in food & dairy manufacturing, such as meats, bread, bun, cakes, pies, donuts, dairy, ice cream, candy and confectionery manufacturing. This experience includes but not limited to Production, QA, Sanitation, Shipping, and maintenance. I have managed both union and non-union facilities. My achievements have been focused on plant turnaround situations. I have established proven results throughout my career. I have been able to improve plant’s performance by using my engineering, problem solving ability, and management background to identify and improve top areas for improvement. I have a knack to analysis operational trends to help drive sustainable improvements.

I am trained as a LEAN instructor, Continuous improvement instructor and Six Sigma Green Belt certified. I am skilled in design and implementation of capital planning, preventative maintenance programs, employee involvement programs, process control, sanitation procedures, safety programs, and CI processes. I believe that business cost and operating efficiencies can be continuously improved by engaging and empowering the work force. Watching people grow is so rewarding. I actively encourage team building and a participative management style. I have worked with auditing bodies such as AIB, SQF, BRC, and FDA. I am trained in HACCP (certified), FSMA, and food safety programs.

I am driven by the challenge of developing people and processes to exceed expectations. Achieving goals and KPI’s is something to be proud of but seeing a person you have mentored grow in their careers is so rewarding.

Work Experience:

Lacerta, Mansfield, Ma.

2022 to Present

Position: Plant Manager

I started here as the Thermoforming manager and was promoted to Plant manager after 6 months. I joined the team to help with the transformation of culture and improve performance. Since joining the team, I have implemented management tools that have improved throughput by 36%. Cost per pound improved by 22% by increasing efficiencies which allowed us to reduce machines and labor to achieve and fill demand. Upon taking the position of Plant manager the business had $3.7 MM dollars in backorders and our on-time delivery was 61%. Currently our backorders are $500K and filling at 95% OTD.

Worked to develop a team of leaders that have helped create a positive shift in the culture. Even though the end results are seen through the line performance. Our focus is through the creation of a leadership team that have taken the approach that even though we are in the manufacturing sector. We as leaders are in the people business.

With the vacant position of the Quality Manager, I stepped in as the SQF practitioner for our last SQF audit where we received a score of 93.

Charcuterie Artisan, Mapleville, RI

2020 to 2022

Position: Director of Manufacturing

I started here as the Continuous Improvement manager and was promoted to the Director’s role after 5 months. Since being here our improvements have allowed us to work through the struggles of a reduced workforce, while being able to fill customer orders at a 96% fill rate. Efficiencies have improved more than 12%, which in turn has eliminated the need for a majority of the weekend hours (at OT). Created an OEE tracking system to help monitor line performance, this was later replaced when the company installed RedZone efficiency tracking system, which I lead the implementation. Helped create a pay for skills and reward system for the company. Worked to resolve a long-standing problem that helped avoid executing a $3MM capex project with our meat washing system, that also increased throughput by 70%. Implemented a 6-S program that allowed better flow of material and created a cleaner more efficient work environment. This in turn helped the company achieve a perfect 100% rating on our SQF audit.

As Director of Manufacturing, I am responsible for all aspects of the manufacturing operation in 3 different facilities here in Rhode Island.

Bliss Microcreamery, Attleboro, MA

2019-2020

Position: General Manager

Unfortunately, I was impacted by COVID. During my time here I helped develop an entire program in order to obtain our SQF certification. Improved production scheduling which allowed an increase of 20% capacity and improved employee scheduling too increase an additional 25% capacity without adding additional labor. This eliminated OT during the busy time of the year. The total increase in capacity was over 50%. Implemented a sales forecasting program to help ensure the company met sales demand. Worked with HR team and developed a leadership training program.

Table Talk Pies, Worcester, MA

2018 – 2019

Position: Director of Operations

This was a new role created due to business needs. I was responsible for 3 different facilities and 9 processing lines. Installed a new production line that was running at 90% efficiency within 6 months. Implemented tracking processes to better communicate status of customer orders between sales and operations. Implemented daily processes that managed and tracked order fulfillment and shortages. This helped improve shipping efficiencies to our cold storage facilities, as well as increased our customer order fulfillment.

Calise & Sons Bakery, Lincoln, RI

2015-2018

Position: Plant Manager

When I joined the team there was a major transformation throughout the organization. Within the 1st month we went from 3 depots to 5 and 50 sales routes to 82. Opened and transitioned our shipping department to a new distribution hub for the company. I utilized my engineering background to avoid a $4MM capital spend by eliminating the need to redesign the packaging area. Better alignment of personnel helped reduce head count by 35 EE, while improving plant performance. Develop KPI’s that would help plant meet company goals. Created and implemented an employee behavior-based safety program that reduced recordables. I was responsible for all the departments in the plant, including QA. Food Safety, Sanitation, Maintenance, Shipping, Transportation, Production, R&D, Scheduling, and Continuous Improvement. Improvements made help achieve an improvement of 22% UPLH through efficiencies, head count reduction, and process improvements.

SweetWorks, Buffalo, NY

2012 – 2015

Position: Plant Manager

Responsible for all aspects of plant operations that produced confectionary products for private sales as well as co-packed for larger well know candy companies. I lead 6 department heads, 5 supervisors, and 277 hourly (both permanent and temporary, during peak season). With an improved safety program, we slashed Workman’s comp claims from $256K to $55K by changing the safety culture. Implemented a Continuous Improvement program which showed a $750k annualized savings in the 1st 6 months. Improved on time shipping (from 3-month late shipments to 3 weeks). Drove production capacity planning (seasonal, co-packing), Aligned new product introduction with customer needs. Controlled capital budgeting and P&L management matrix and tools. Successful implementation of BRC certification with highest rating. Worked with 3PL to improve shipping and logistics to cut costs and improve on-time deliveries.

Bimbo Bakeries Inc., USA, (formerly Sara Lee Bakery Group)

Decatur, GA & Lubbock, TX

2003 – 2012

While working for Sara Lee (Bimbo Bakeries) I had the opportunity to get promoted within Sara Lee several times in the course of my tenure. I started as maintenance manager and was then promoted to Operations manager. After this I was promoted again to Plant manager in a small combo line bakery. Then moved back to the larger flagship bakery where I had the opportunity to run both plants doing a dual role. Below are the 3 positions I held in Sara Lee Bakery Group.

Position: Held different Positions while at Sara Lee from (Oct. 2003 to June 2012)

Plant Manager Multi-plants (2007 - 2012)

• Managed Multi-site operations (Lubbock, TX and Decatur, GA)

Transformed an underperforming plant (Lubbock, TX) that produced bread and buns. The plant had not met budgetary goals for 3 years in a row. We improved it to where we exceeded budget by $1MM after the first year. This was accomplished by using the same team. We accomplished this with a business approach, which incorporated an aggressive mentoring and team-based focus. I was then assigned to the Decatur plant where we turned the plant around by carefully analyzing all aspects of the P&L including but not limited to the following: Labor, spending, line efficiencies. While NEVER compromising on product quality, and customer satisfaction.

Took Lubbock plant from an overall plant ranking of 34th to 2nd out of 39 plants. The Decatur plant achieved an overall plant ranking of 6th from 36th within the first year of managing the plants. This was accomplished by significantly improving overall plant KPI performance in the following areas: Quality, OEE, Overuse, CVS, PPLH, Delivery, and Environmental. Directed a staff of 350: 7 department Managers, 23 Supervisors, 320 Hourly (union, & non-union). Lowered safety DART rate of 2.24 prior years to .42 and achieved lost time to Zero for a year and won National Plant Safety award along with 2 other awards for the company in Lubbock. Worked with Union Leaders and was able to reduce head count by 20% while improving quality and maintaining AOP productivity levels. Obtained SQF Level 3 certification while in Lubbock, TX... Achieved this while not having a SQF practitioner within the plant. Implemented a pick to voice system in our shipping department along with changes in our logistics model to improve shipping efficiencies, and on-time deliveries.

Operations Manager, Decatur, GA (2005 - 2007)

Responsible for managing manufacturing and distribution results through control of operations, planning and technical resources to ensure service, cost and quality objectives are met in a large union bread and bun plant. Lead a team of 5 department heads, 16 supervisors, and 230 Hourly (union, non-union), with a strong focus on team building and employee engagement. Responsible for the selection, staffing and development processes to ensure performance objectives were met. Improved Operational performance in the following areas: Quality, cost per/lb., lbs. Per labor hr., and overuse. Designed a warehouse layout in order to improve order process fulfillment in our distribution center.

Plant Maintenance Manager, Tarboro, NC (2003 - 2005)

• Responsible for managing all aspects of a manufacturing maintenance department of 9 processing lines, which include frozen pies, cakes, fresh baked goods, and laminated products. These items were ran on highly automated high speed PLC driven equipment such as blast freezers, ovens, depositors, mixers, batching systems, and packaging systems. Within a plant of 1200 employees. Developed a comprehensive electrical training program throughout the maintenance department which led to the team creating an electrical competition within the plant. Managed parts budget in excess of $1MM and slashed parts room inventory that was recognized in MRO magazine. Managed projects including installation of two additional process lines, while working with engineering.

Interstate Brands Corp., Biddeford, ME

1998 – 2003

Position: Assistant Chief Engineer

• Responsible for daily support of 2 high speed bread, 1 high speed bun, 1 muffin, 1 pie, 1 donut, 1 snack cake production lines.

• Managed all aspects of operations of the maintenance department including maintenance shop, parts room, and planning and scheduling departments which included a total of 49 union employees

• Successfully transitioned our maintenance scheduling system to COZ’s for our daily PM’s and WO’s.

• Developed and implemented a computerized PM (CMMS) system

• Trained mechanics on use and troubleshooting of PLC’s

Education:

Warren National University, Cheyenne, WY

Bachelor of Science Degree – Engineering: General Received: 2009

Rhode Island Community College, Lincoln, RI

Associate degree – Business Management (GPA 3.93 – Honors program)

Rhode Island School of Electronics, Providence, RI (Certificate – 2-year degree)

United States Air Force, Biloxi, MS (Electronics, Ground Radio repair)

Continuing Education:

• Six Sigma Green Belt certified (LSSGB)

• Currently working on Six Sigma Black Belt

• Certified LEAN (C/I) trainer and implementation – I was the Lean trainer for Sara Lee & used in other plants.

• Continues Improvement Process training

• Certificates in Engineering and Production with the American Institution of Baking

• Certified in DuPont STOP Safety Program

• Certified SLBG Leadership Development Team

• Certified SLBG Inclusion / Diversity Training

• Certified Advance Performance Management Training

• Certified EEOC / Labor Training

• Certified HACCP

Contact this candidate