Roger Marin

Des Moines, IA ***** 815-***-**** ad3g4w@r.postjobfree.com linkedin.com/in/roger-t-marin/

MANUFACTURING EXECUTIVE VP OF MANUFACTURING

Experienced Manufacturing Executive adept at navigating, facilitating, and deploying large scale program and process improvement initiatives and achieving targeted goals and outcomes. Recognized for effectively applying LEAN methodologies that result in improved customer satisfaction, employee safety, and increased profitability in the automotive, heavy equipment, and beverage industries. Known for building and developing great teams that drive change through Servant Leadership and LEAN thinking.

AREAS OF EXPERTISE

Leadership Development Organizational Development Lean Transformation Digital Transformation

Workplace Safety Strategic Planning Union Negotiations Managing for Daily Improvement

Best Practice Replication Collaboration Process Deployment & Implementation Continuous Improvement

Automotive Industry Beverage Industry Heavy Industrial Equipment

PROFESSIONAL EXPERIENCE

Keurig Dr Pepper (KDP), Frisco, TX 2016 - 2024

Born from Keurig Green Mountain and Dr Pepper Snapple Group in 2018. KDP generates $12B in sales, is the 8th largest food manufacturing co. in the US and operates the fourth largest distribution network in North America.

VP of Manufacturing for Carbonated Soft Drinks (CSD’s), 2022 - 2024

Advanced safe, quality manufacturing within 11 facilities. The team spans the U.S. with 2,000 employees, $323M in spend, and 366M cases annually.

●Deployed Total Productive Maintenance (TPM) across the supply chain by translating the concepts into “playbooks” and mapping out specific deployment objectives. This enabled site-led focused improvement events, local pillar champions, and a continuous improvement mindset that has enabled nearly 10 percentage point OEE improvement in CSD’s since inception and a 2.8 percentage point improvement year over year in 2023.

●Ushered in Predictive Maintenance after research and trials in different sites and processes. Now all 45 fillers and cappers/seamers, across the eleven sites have predictive monitoring enhanced with AI.

●Facilitated Hoshin (strategic planning) to ensure each site has a clear “critical few” and that this work will be impactful. Along with, Obeya rooms (visual management for strategy) to ensure the critical few are driven with action and are clear to all levels of the team (separate from daily management).

●Coached on site led engagement strategies targeting job enrichment and facility improvement. Achieved year-over-year improvement in engagement and participation scores for the last four years across the CSD network along with an engagement score of 100% with my direct reports in 2023.

●Created a strategy for training leaders in core competencies, situational leadership, problem solving, leader standard work, and layered process audit, to build a LEAN culture and lifetime learners.

●Accomplished a Total Case Incident Rate of 1.1 in 2023 for safety where the average for bottling is 5.3 (2020 national data for bottling) and <1.0 is considered world class.

●Reduced complaints per million to an all-time low in 2023 of 1.7 which was 15% lower than the year before.

Regional VP of Manufacturing, West and Midwest Regions, 2018 - 2022

Directed safe, quality manufacturing within 5 facilities, 900 employees, $181M in spend, and 180M cases annually.

●Guided the team through the pandemic with zero shut down of production and increased market share nationally.

●Deployed safe ways of working within the ever-changing CDC guidance to keep our team safely working while increasing volume by 20% through the pandemic.

●Co-wrote “EHS 101” with my EHS business partner to create a weeklong training to bring leaders up to speed on the basics of EHS and the specifics of this business.

●Deployed digital process monitoring that enhanced daily improvement with a view to “causal loss” (i.e. the process that stopped or could stop your bottle neck) and better Andon (abnormality signals); this improved operator engagement and greatly reduced unplanned downtime.

●Ushered in a $200M investment in Aseptic filling lines with inline bottle blowing (Sidel and Krones) in ’19 & ’20 with zero employee accidents and no quality escapes.

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●Recruited and coached leaders to lead Kaizen and run their business with hour by hour, visual management.

●Ushered in repeatable solutions to complex wastewater treatment problems with Failure Modes & Effects Analysis (FMEA) and municipal partnership.

●Directly championed four contract negotiations and coached site leaders through three other contracts with zero work stoppages and cost increases equal to or below our unrepresented population.

●Received four year’s best plant quality awards and plant of the year twice.

Plant Manager of Manufacturing and Warehousing, Los Angeles, CA, 2017 - 2018

Turned around the results of the 150 employee, $30M in spend, 35M cases facility that was a bottom quartile facility for OEE and cost.

●Changed every manager and nearly all front-line supervisors within one year which facilitated a reduction in accidents by 50% and reduced OT from 24% to 18%.

●Established daily routines with SQDC visual management, hour by hour focus, and action accountability.

●Regimented root cause analysis, supported with Gemba review, and action accountability.

●Developed team members into continuous improvement leaders and TPM practitioners.

●Helped land a 3-year collective bargaining agreement with the largest represented group in KDP (1,200 employees).

Plant Manager of Manufacturing and Warehousing, Ottumwa, IA, 2016 - 2017

Boosted the results of the 180 employees, $34M in spend, and 39M cases annually produced, by building the bench of leaders and refining daily management, root cause analyses, and focused improvement skill levels.

●Established daily routines with SQDC visual management, hour by hour focus, and action accountability.

●Ensured regimented RCA, supported with Gemba review, and action accountability.

●Developed team members into continuous improvement leaders and deepened their understanding of TPM.

●Thoughtfully prepared the operations manager to assume responsibility for the plant and top graded supervisor hiring and manager hiring.

●Led the negotiations for a 5-year Collective Bargaining Agreement that greatly improved management rights to cross train and vastly diminished the interruption of an annual “bidding” process.

Trinity Structural Towers Inc. (Trinity Industries Inc. – Spun off into Arcosa) Dallas, TX 2008 - 2016

TSTI is a leading manufacturer of wind towers and a subsidiary of Trinity Industries Inc. providing products and services to the energy, transportation, chemical, and construction sectors.

Plant Manager, Newton, IA, 2011 - 2016

Turned around the safety, quality, delivery, and cost of the 250 employees in the manufacturing of wind towers for General Electric, Gamesa, and Siemens.

●Rebuilt the team with qualified, energetic, dynamic people and became the most profitable facility in the BU.

●Ensured all people leaders understood the collective bargaining agreement and followed every rule, every time. After the second contract the front-line team decided to de-certify and the plant is now union free.

●Led change with monthly Kaizen events focused on bottlenecks in the process that brought the lead time down from 17 days to 6 days. This facilitated breaking the all-time production record by 20% in my last year.

●Improved customer quality so dramatically that TSTI went from a new business hold status, to receiving a supplier quality award from General Electric.

●Achieved the best safety record in the BU and became the benchmark facility for safety programs and culture.

Production Superintendent, Clinton, IL, 2008 - 2011

Guided two shifts of manufacturing staff and supervisors. Developed and reported key performance indicators to help the team understand and manage budgets, production schedules, material usage and quality costs.

●Identified bottlenecks and worked with the team to reduce cycle times that unlocked throughput and labor efficiency.

●Deployed visual management to facilitate daily improvement and an hour-by-hour discipline.

●Led 5S events to organize and standardize the plant from startup to full production.

●Utilized my root cause analysis background to help resolve problems with submerged arc welding and paint application.

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ADDITIONAL RELEVANT EXPERIENCE

Industrial and Operations Engineer: Motor City Stamping Inc. Chesterfield, MI

MCSI is a tier one automotive manufacturer for General Motors, Chrysler, and Ford.

●Supported Quick Change with standard work, pre-staging, and tooling improvements.

●Reduced work-in-process inventory with one-piece flow work centers for parts with secondary operations.

●Implemented a Kanban system for perishables in the tool and die repair department.

●Installed, trained, and monitored in-die automation and unique processes with pre-production planning and hands on OEM training.

EDUCATION

Bachelor of Science in Engineering (B.S.E.), Industrial & Operations Engineering

University of Michigan, Ann Arbor, MI

PROFESSIONAL TRAINING & DEVELOPMENT

●Quality Systems: KT Problem Analysis Trained; QS/TS 16949 Auditor; GM Red ‘X’

●Robotics: Nachi Robotics Programmer (AX Controllers)

●Mechanical Presses: Trained to integrate die protection for progressive and transfer dies.

SOFTWARE TECHNOLOGY

LineView - Smart Factory Technology Augury - Predictive Maintenance Systems

Sidel & Krones - Aseptic Filling & Blow Molding

KHS and BevCorp - Can filling Jones, Krones, Hartness - Packaging

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