Summary:

Experienced Manufacturing Manager skilled in Process Management & Development, Root Cause Analysis, Six Sigma, Lean Manufacturing, Continuous Improvement, and 5S. Strong operations professional with a Doctor of Philosophy focused in Organizational Leadership.

Areas of Expertise

Financial Management

Six Sigma

Lean Manufacturing

Process Development

Work Flow and Process Optimization

Continuous Improvement

ISO9001 Management

5S

Team Building & Training

Total Preventive Management (TPM)

Certifications

Six Sigma Master Black Belt. Villanova University

Six Sigma Black Belt. Villanova University

Six Sigma Business Green Belt. Robbins International, Lean 2020

Crucial Confrontations. Plastipak Academy

Prime Project Management Fundamentals. Prime Learning Group

Prime Project Management Professional 2003. Prime Learning Group

ISO9001:2000 Certification

Education

Six Sigma Master Black Belt. Villanova University

Doctor of Philosophy (PhD) in Organization & Management – Leadership Specialization. Capella University

Six Sigma Black Belt. Villanova University

Master of Management. Cambridge College

Work History

Aug. 2019 – Present Director of Finance and Human Resources.

Libertas Academy Charter School

Perform accounting entries to record routine transactions such as booking revenue, accounting for deposits, recording various expenses including depreciation and capital expenditures.

Perform monthly reporting to support monthly submission of reimbursement requests. Prepare annual reporting for local, State and Federal agencies.

Allocate grant revenue and cost to appropriate grants.

Oversee Human Resource processes, including collection and maintenance of employment and licensure paperwork; support teachers with licensure + testing requirements for the state of MA.

Feb. 2019 – Aug. 2019 Total Productive Maintenance (TPM) Manager.

Plastipak Packaging, Inc.

Manage the planning and implementation of preventive, predictive, and breakdown schedules for all plant equipment.

Implement Six Sigma & Lean tools to analyze trends and perform root cause analysis to improve overall equipment effectiveness and plant reliability measures.

Drive internal and external audits to ensure the effectiveness of TPM, 5S, and operational procedures are in compliance with environmental requirements.

Support all TPM activities and processes through necessary technical inputs, data collection, and training to increase operator and maintenance skill and knowledge.

Jan. 2016 – Feb. 2019 Logistics Manager.

Plastipak Packaging, Inc.

Responsible for all on site aspects of the logistics, supply chain, production scheduling, and customer delivery operations.

In charge of making sure that each stage of the distribution process is progressing on time, on budget and to the right quality standards.

Manage all warehouse cost and relevant scheduling & supply chain metrics.

Manage accuracy of inventory and inventory turns for four (4) warehouses.

Manage employee hiring, training, and development.

Accomplishments

Designed system to improve inventory accuracy from 75% to 98%

Designed system to improve scheduling efficiency while also improving inventory turn metrics

Designed system to improve overall inventory strategy management and warehouse space optimization and utilization strategies

Increased overall employee morale and improved positive culture

Mar. 2015 – Jan. 2016 Director of Connecticut Advanced Manufacturing Initiative.

Asnuntuck Community College

Facilitate core curriculum activities related to Advanced Manufacturing program.

Take on liaison responsibilities between Board of Regents (BOR) and Asnuntuck Community College with all activities relating to Advance Manufacturing program initiatives.

Track all relevant data regarding student and program progress, including relevant quantitative and qualitative data as well as program initiative deliverables.

Work with OPP (Our Piece of the Pie) students attending manufacturing programs at ACC (Asnuntuk Community College)

Nov.2012 – Mar.2015 Plant Process Engineer / Continual Improvement Leader.

Plastipak Packaging, Inc.

Conduct Ppk/Cpk analysis and improve these measures across all bottle packages and overall plant operations. Primary responsibilities include training and improving overall machine efficiency and gain control of machine processes. Secondary responsibilities included acting as a liaison between plant personnel and corporate quality, engineering, and/or corporate executives for specific projects, qualifications, and troubleshooting concerns.

Accomplishment

Developed, managed and trained employees on Master Processes for all machine processes. Overall scope of master processes included differences in supplying plant, resin, color, IV, regrind %, etc.

Decreased product on hold by 90% on our leading problem package, through training and implementation,

Decreased overall product on hold by 60% by implementing, controlling and training on plant master processes for production packages,

Trained and implemented pre-control process prior to start up as a measure of reducing waste during start up processes. Decreased start up waste by 60%.

Decreased labeler changeover times by 50%.

Nov. 2005 – Nov.2012 Production Manager. Plastipak Packaging, Inc.

Managed two departments that consisted of 125 employees. Primary responsibilities included plant safety, quality, reliability, scrap, and labor metrics. Secondary responsibilities included process development and training and developing direct reports and production staffing, overall production operations, systems and operational procedures.

Accomplishments

Hired 75% of all employees within two departments,

Promoted 80% of employees internally,

Developed training processes and programs to educate employees on continual improvement processes and efficiencies with successful measurable outcomes

Increased overall employee morale and improved positive culture

Project Managed installation of 2 blow molding lines, 1 Nissei two-stage injection/blow-molding line, and 3 Hypet Injection lines while maintaining minimal production reliability loss

Injection department installation of 3 lines drove reliability improvement from 54% start up to 96% operational within 1 year.

Created labor tracking sheet for production department that allowed our supervisors/team leaders/management team to track performance, control labor costs, and facilitate operational improvements (This also provided management with visuals for real time praise and increased employee morale)

Created planning and tracking sheet for overall production, line reliability, and scrap / loss tracking that connected shift reports to management plans on a weekly basis

Implemented staffing strategy that included zone structures and a layer of supervision to sustain production department growth

Oct. 2004 – Nov. 2005 ISO9001:2000 Quality Management Representative.

Plastipak Packaging, Inc.

Job Scope

Maintain plant systems and ISO procedures. Primary responsibilities include maintaining plant systems, conduct and facilitate internal & external audits, conduct root cause analysis of processes and implementation of action items, and ensure efficiency of document control practices and proper records management.

Secondary responsibilities included coordinating, tracking, and facilitating organizational processes and training programs related to plant ISO procedures.

Accomplishments

Maintained plant ISO implementation with “0” non-conformances (both major and minor), and maintained “0” non-conformance status. (Audit results usually ended with observations and auditor recommendations for continual improvements)

Oct. 2002 – Oct. 2004 Technical Trainer.

Plastipak Packaging, Inc.

Job Scope

Developed processes and plant wide training systems and ISO procedures.

Primary responsibilities included coordinating, tracking, and facilitating organizational training programs related to plant processes and ISO procedures.

Accomplishments

Maintained 99% up to date training requirements on entire work force.

Assisted in driving plant ISO implementation with “0” non-conformances (both major and minor), and maintained “0” non-conformance status over 3 years (6 additional audits). (Audit results usually ended with observations and auditor recommendations for continual improvements)

Skill Summary

Utility / Skill

Abilities / Quick description

Excel

Create linking tables that look for specific information – i.e. performance measures, financial & operational gaps, financial and operational reports, etc.

Charting (trend charts, bar graphs, etc.), Pivot tables

Data analysis (i.e. statistical charting, descriptive statistics, sub-grouping, etc.)

Access

Data base management

Develop systemic tracking systems to monitor shift, department, and all relevant operations and performance.

Link Excel and Access interchangeably to develop advanced reporting databases.

Word

Use to produce processes, procedures, checklists, etc.

Power Point

Use to produce performance reports, training, etc.

Financial Management

P&L, balance sheet, and cash flow statement

Utilize P&L strategy to drive cost of goods sold (COGS) measures (i.e. labor utilization, resin utilization, department reliability measures, inventory management, etc.)

Six Sigma

DMAIC methodology

Process Optimization

Control Plans

Lean Manufacturing

Waste elimination

Work flow and process optimization (input – output. Push / pull systems)

Kaizen

Process Control

Process optimization, Process control, Defect elimination

Variation reduction

Leadership Development

One-minute manager, Situational Leadership, Crucial confrontations, Servant leadership, Emotional Intelligence, Myers Briggs, Lominger Competencies

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