Tony B. Maxwell
Chester, VA. 23831
E-mail address: email@example.com
Cell Phone 804-***-****
Plant Management Experience TPM / AM Rollout Budget Creation
Sparkling & Still Beverage Production Quality Results Driven Customer Centric
End-to-End Supply Chain Knowledge Safety Results Driven Leadership Training
Continuous Improvement Tools Lean 6 Sigma Distribution Warehousing
Plant Turnaround Experience Transportation / Logistics Inventory Management
Developing Entrepreneurial Spirit Mentoring Team Building
Capital Planning Servant Leadership ISO & OHSAS Implementation
HACCP Facility Safety and Security Familiar with C.A.D.
CMMS Systems (SAP PM / Maximo) Proficient MS Office Suite WMS (SAP / AS400)
Federal / Local Regulations (EPA, DEQ, SWPPP, Industrial Hygiene, etc.)
Refresco Beverages (Wilson, NC)
Operations Manager, March 2018 to Present
Responsibilities include, but not limited to management of a 300K square foot facility – two (2) production lines, one (1) PET line, and one (1) Can line, with approximately 120 hourly associates. Also responsible for 200K square foot on-site warehouse and 85K square foot off-site warehouse.
Established maintenance management routines, and Planning/Scheduling process to facilitate improved equipment uptime.
Improved bottle line performance over 11.3 percentage points (25.7% improvement).
Improved can line performance by 2.9 percentage points ( 6.8% improvement)
Enforced and established new Process Compliance processes that reduced package quality Holds by over 50% year-over-year.
Blues City Brewery (Memphis, TN)
Plant Manager, March 2017 to January 2018
Responsibilities include, but not limited to management of a 1.3MM square foot facility – four (4) can lines, one (1) glass bottle line, one (1) keg line and a Variety Pack line (+30MM cases annual), with approximately 370 hourly associates.
Worked with all three (3) City Brewery plants in maturing a unified maintenance management system
Developed a functional CMMS system to capture plant’s asset hierarchy and parts to enable effective deployment of PMs and systems to reverse years of forced deterioration.
Worked with all City Brewery plants to select a MES (manufacturing execution system) to better analyze real-time floor conditions to optimize and improve plant throughput.
Established due process and effective employee relations that facilitated the company winning a union campaign that was in process prior to me starting with the company.
Niagara Bottling Company (Chester, VA)
Production Manager, December 2016 to March 2017
Responsibilities include, but not limited to management of a newly built 500K square foot vertically integrated facility – three (3) 500ml ErgoBloc lines (45MM cases annual), blow molding of bottles as well as closures.
Hired front line supervisors and staffed personnel to cover (2) two lines within the facility.
Developed training methodologies to schedule, track and trace training for all associates while sending them between multiple facilities for on-site training.
Facilitated hiring of maintenance manager, and maintenance supervisor.
Coca-Cola Bottling Company Refreshments (Sandston, VA)
Plant Manager, August 2007 to February 2016
Responsibilities include, but not limited to management of a 24MM case, 210 hourly associate – four (4) line production center (sparking, still beverages and Dasani water).
9.2% increase in USLE (Unconstrained System Line Efficiency) year-over-year driven through focus on core maintenance requirements in Autonomous Maintenance roll-out. Direct Labor reduction of 5.2% versus prior. CMV (Controllable Manf. Var.) decrease of approx. $450K verses prior year.
Achieved World Class Safety performance for (3) three years in a row through empowerment and accountability.
Consumer complaints double digit reduction for past two years (15.8% 2014 vs. 2013 & 23% 2015 vs. 2014), through focus on CTQ (Critical to Quality) PMs, and execution of core QA routines. Increased DC Customer Survey results year-over-year for past (4) four years.
Team building and basic C.I. tool training performed with all associates. Over 75% of all hourly associates are engaged in Continuous Improvement projects.
Effectively managed cultural issues in facility with history of union activity. Plant removed from critical high risk for union activity list in 2009.
Coca-Cola Enterprises (Alexandria, VA & Interim Silver Spring, MD)
Plant Manager, August 2006 to August 2007
Responsibilities include, but not limited to production management of 8MM case, 150 hourly associate production facility, and management of a 12MM case sales warehouse.
Production efficiency @ 88% YTD through May 2007, favorable manufacturing variance, leveraged Total COE, Product and Package Q.I.’s trending at 100%, etc.
Built collaborative relationships both internally and externally with the sales management team in the sales center and within the market unit. Lowest cost provider warehouse in North East Business Unit for 2007 by over 30%
Service to sales improved through OOS% reduction from over 7% to .9% from 2005 to 2007.
Facilitated TCCQS (CCE version of ISO9000) progression towards certification (86% compliant as of 12-06).
Initiated procedures to maintain process integrity to all Internal Control business imperatives.
Production Manager, March 2003 to August 2006
Responsible for coordinating activities between Production, Maintenance, Quality Assurance, Quality Systems and the Sales Warehouse departments to ensure effective execution of annual business plan initiatives.
Manufacturing variance cost leverage increased from #9 out of 11 plants in 2002 in the Northeast Business Unit to #3 in 2005. Established facility as the lowest cost/case provider of 2ltr product in North America.
Increased production line efficiency from 76% in 2003, to over 85% in 2006. Direct labor reduction of 28% 03’ to 05’, while receiving “Overall Quality Award in North America in 2005).
Structured job roles and duties in the sales and production warehouses to facilitate the financial reorganization of facility from a stand-alone sales center and production center into a combination center. This has improved inventory control, employee and management accountability, as well as, integrity of cost accounting.
Increased aesthetics, organization and efficiency of the facility through initiating the following processes; systematic shipments of recycled product to recycling facilities, performed analyses to reduce day’s supply of full goods and raw goods on the floor without negatively impacting Out of Stocks, established product disposition procedures for production as well as for the sales warehouse, analyzed and restructured production dock and sales warehouse manning to better facilitate loading, unloading and replenishment within the facility. Reorganized trailer, pallet and shell yard which yielded better traffic flow.
Coca-Cola Enterprises (Memphis, TN)
Sales Warehouse Manager, September 1998 to March 2003
Responsible for management of every facet of 18MM case sales warehouse, and a 9MM case production warehouse, shipping/receiving, inventory control, security, labor cost control of 80+ employees (including 4 supervisors).
Executed operational initiatives targeted towards turning around a high cost, high turnover, low morale, and poorly respected facility into the Plant of the Year designation in 2001.
Initiated leadership rebuild process, and increased customer service, thereby restoring confidence from the sales team, developing peer group solidarity and collaboration, increasing trust, inclusion and support from the hourly work force and implementation of systematic approach to train and develop supervisory team.
Initiated relationships and teamwork with peers in both operations and sales departments that enabled the reduction of total cash operating expense (COE) by 4% for 1998 vs. 1999 and 7% for 1999 vs. 2000. Total COE reduction of $351K.
Placed processes, procedures and infrastructure in place that reduced contract labor from an annual cost of $412K in 1998 to $9K for the year 2000 a reduction of 98%.
Developed incentive plans and procedures that reduced total break/shrink by $124K from 1998 to 2000. Increased loader cases per man hour (CPMH) by 33% from 1999 to 2001.
Initiated the creation of a Min/Max spreadsheet with the cooperation of the leadership team from the West Memphis facility that aided the Memphis warehouse in attaining a .57% Out of Stock percentage for 2002.
Coca-Cola Enterprises - West Memphis Production Center (West Memphis, AR.)
Production Warehouse Manager, April 1995 to September 1998
Responsible for managing 18MM case, 85 associate Production Warehouse. Responsibilities included but not limited to management of the Inventory Control and Production Planning departments.
Automated Inventory Control and Production Planning departments with computer aided tracking tools to better manage manufacturing process, i.e. (On-line production reporting, downtime tracking with graphs, changeover frequency, tracked changeover time, automated all raw material ordering, created production planning model, created product push model -DRP)
Actively participated in the preparation of a Transportation Manuel used by the Mid-South Division. Planned the logistics of dock availability, manpower and equipment utilization, drop & hook scenarios and structured the Key Business Indicators (KBIs) to be used by the transportation manager to track performance of program.
Hands-on experience with every facet of operations; Quality Assurance (product testing, water treatment, product and package Quality Index), Maintenance (depal, traymore, filler, multi-packer and palletizer operation) Inventory Control and Production Planning (reconciling full and raw goods inventories, branch replenishment, production planning, raw material forecasting and ordering).
Trained all department managers on budget tracking and budget management. Actively participated in every aspect of capital expenditures, cost justifications and budget planning.
Production Warehouse Supervisor, October 1994 to April 1995
Responsible for shipping and receiving department, housekeeping and break/shrink control.
Initiated pallet size change that saved company 80% on repair cost and 50% on purchase cost. Pallet change also reduced downtime by eliminating palletizer changeovers and eliminated pallet damage completely.
Coordinated relationship with an independent freight company to haul empty can bodies from our can supplier. Recouped approximately $50K a year in backhaul credits.
Implemented BRBRK/SHRINK Incentive for shipping department - reduced warehouse breakage by over 300%.
Fleming Foods / Malone & Hyde (Southaven MS.)
Dock Supervisor, August 1985 to October 1994
Responsible for efficient loading of trailers in 1MM square foot Union grocery warehouse.
Piece count and item check avg. of 40,000 cases per week with over 99% accuracy.
Responsible for trailers being loaded properly.
Responsible for cleanliness and order in the warehouse.
Columbus University Tennessee State University
New Orleans, LA. Nashville, TN.
B.S. Business Administration Architectural Engineering
Leader Level Continuous Improvement certified (5S, DMAIC, 5Y, Standard Work, Visual Mgmt, 8 Wastes, BEC, SMED, etc.). Certified in Lean manufacturing through Autonomous Maintenance implementation. Division Freight Contract Administrator, Division Training Facilitator for Basic Leadership Skills and Conflict Resolution, Franklin Covey Leadership Program, Statistical Process Control, Finance for Success, Controlled Substance-Reasonable Suspicion, Production Manufacturing Training (PPMS 6-wk course), etc.
Reading, running, golf, gardening, making wine, and travel. Member of Big Brothers and Big Sisters Organization.