Leon C. Hinton, Jr.

**** ********* ****

Burlington, NC 27217

336-***-****

Email: ad2w6f@r.postjobfree.com

Areas of Experience and Expertise

Nearly 21 years experience leading people, production, and maintenance activities, including budgets and planning/scheduling. Ten years experience as a maintenance mechanic and fabricator. Proven track record in cost reduction and quality improvement. Proven leader and global team member.

Employment History:

August 2019 to present: Maint. Manager Unified 2 Global Packaging Group, Durham NC

Responsible for the entire maintenance of the facility, handling contractors and new projects. Implementing improvements and facilitating a continues Safety environment. Hiring new maint. Techs. And handling all personnel issues according to company guide lines.

July 2017 to August 2019: JBT Aerotech Site manager

Responsible for the contracted maintenance at the FedEx Express facility in Greensboro, NC. The responsibility for all Facility and conveyor equipment. Purchasing and contractor management. Responsible for managing the safety, RCI events, Budget, hiring and employee disciplinary actions.

Jan. 2016 to July 2017: TMDWEK,Llc South. In Reidsville, NC. Maintenance Supervisor

Responsible for 3 shifts of maintenance technicians. Handle all outside contractor and manage the department budget. Installed a CMMS system and am part of the leadership team on the Safety committee. Have the responsibility to oversee the machine improvements and renovations for the new Honda projects that are being initiated. Left due to plant closure and relocation.

Dec. 2013 to Jan. 2016: Advanced Technology Services (Eaton Roxboro Facility)

Maintenance Site Supervisor

Schedule and perform production maintenance events in an extremely fast paced environment. Maintain budget constraints by controlling overtime and parts usage.

Maintain PM’s on all equipment through SAP. Review all completed work orders. Manage the time and evaluate employees on 2 shifts (20 techs). Hold shift Safety meetings and customer meetings. Handle employee’s reviews and time sheets, schedule vacation and other time off ensuring enough coverage to keep the plant running.

2010 to 2013: DB Schenker

Maintenance Supervisor:

Supervise maintenance team at three facilities. Reliability analysis for PM frequency, Schedule PM’s, and maintain records for internal Proctor and Gamble quality certification (exceeding ISO:9000). Perform internal health, safety, and environmental audits (HS&E) in compliance with OSHA and P&G standards. Source and supervise external contractors; ensure all safety standards were met. Perform employee hiring, performance reviews, and disciplinary actions.

1995 to 2009: Qualicaps, Inc.

Maintenance Coordinator and Trainer

Planned, scheduled, and verified performance and quality of PM’s with minimal interference to the production schedule. Set KPI for maintenance team. Generated and maintained work orders in accordance with FDA regulations. Led daily meetings with the production department to minimize down time and increase production yields, and with the maintenance team to measure performance against KPI. Troubleshot quality and production issues. Led Lean Manufacturing and Kaizen events.

Production Department Head

Temporarily reassigned (1.5 years) to Gelatin Prep department to correct quality issues driving high scrap rate. Administered $1.5 million dollar budget to implement new systems and processes for measuring and delivering gelatin quality. Reduced scrap rate in department by 50% and implemented a re-use program of scrap material at the maximum level possible while still meeting standards (20%). Lead four teams of seven employees per team (team lead and six employees). Restructured the gelatin department and implemented a training program to cross-train all team members. Participated in weekly plant staff meetings. Participated in global improvement teams. Develop, revise, and maintain SOP’s. Enforced GMP standards. Led Lean Manufacturing and Kaizen events.

Maintenance Department Head - Brought spending down from $1.3 million/year to $750k. Developed and maintained a $750k/year working budget. Responsible for the installation of $3 million dollars of new equipment. Initiated and lead a project to install $55k worth of machinery which saved $275k per year. Decreased PM time from 6 weeks per machine per year to 2 weeks, with startup yield increasing from 50% to 80%. Led a team of 23 employees. Participated in weekly plant staff meetings. Participated in global improvement teams. Developed safety and training programs for all maintenance employees. Scheduled and oversaw all PM’s and calibrations of measurement equipment. Oversaw the scheduled plant shut downs for cleaning and routine machine maintenance. Signed and reviewed all maintenance SOP’s. Led Lean Manufacturing and Kaizen events.

Production Department Head

Led a production team of 67 people. Increased production yields from 52% to 80% in six months, decreasing cost of production from $2.52 per thousand to $1.59 per thousand. Reduced department turnover from 20% annually to ~2%. Set goals for department teams and held supervisors accountable. Led daily meetings with Maintenance and QA departments. Participated in weekly plant staff meetings. Participated in global improvement teams. Scheduled work and communicated through daily meetings. Responsible for change controls and SOP’s. Led Lean Manufacturing and Kaizen events.

Electronic Sorting Supervisor

Maintenance Mechanic

Production Mechanic

Special Training

Lean Manufacturing Six Sigma Training

Pneumatic Training

Machine Shop Training

Digital Electronic Repair

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