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Plant Manager Injection Molding

Location:
Denver, CO
Salary:
150000
Posted:
March 12, 2020

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Resume:

LAUREN KIRSCHLER

Denver, Colorado

Phone: 262-***-****

Email: adb9t4@r.postjobfree.com

MANUFACTURING SUMMARY

A high-level manufacturing leader with experience in plastics, metals, assembly and packaging.

•Blow Molding and Injection Molding experience with PVC, PET, and Polypropylene resins specific practice with Rocheleau, Bekum, Fanuc, Milacron, and Haitan.

o Also CNC experience with Datrons.

•Welding Facility experience with Carbon and Stainless Steels.

•Extensive knowledge with Kaizen, Kanban, 5S, Heijunka, IMAG, VSM, ISO 9001 and 14001.

EDUCATION & CERTIFICATIONS

MBA Aurora University – Leadership

2010

BS Coastal Carolina University –Management and Marketing

Six Sigma Black Belt

Continuous Improvement Manager Certification

Shingijutsu Certification

First Aid & CPR, OSHA 30

2008

2019

2019

2019

EXPERIENCE

Pall Corporation – Plant Manager 2019 – current

Manages welding and manufacturing facility in Grand Island, Nebraska owned by fortune 200 company, Danaher.

•Manages 100+ employees; overseeing production, warehouse, inventory, shipping, purchasing, maintenance and engineering.

•Completed Shin Training in Japan and conducted Kaizens and other continuous improvement projects to move KPI metrics from red to green:

oReduced PDBL from $1.5m to $156k, a total of $1.35m.

oReduced EHS risk score 65 to 51, a total of 14 points.

oIncreased OTD from 74% to 90%, a total of 16%.

oIncreased DBS score from 28 to 52.6, a total of 24.6 points.

oIncreased Employee engagement from 78% to 90%, a total of 12% from previous year.

CPI Card Group – Operations Manager 2016 – 2019

Managed over half of the plant at one of the largest PVC card manufacturing companies in the world; a $550m a year company. Laid off in Jan. 2019

•Managed 70+ employees; overseeing production for 4 departments on 4 shifts.

•Avoided $80k in consultant fees by managing a $1m departmental move project and completed $150k under budget.

•Reengineered tooling to reduce the costs totaling ~$200,000.

•Formed a new department for metal signalization including equipment, processes, documentation and training which increased revenue by $3m a year.

•Created and implemented manufacturing training manuals for each department and documentation to train new employees more effectively.

•Created inventory system & process resulting in quicker inventory completion and more accurate counts.

Priority Plastics – Plant Manager 2015 – 2016

Managed one production location of a $65m a year company with 20+ blow molding machines specializing in PVC and PET resins. Laid off in July 2016.

•Managed 120+ employees; overseeing production, quality, maintenance, distribution, purchasing, scheduling, human resources, and customer service.

•Assessed labor and reorganized the facility for more effective utilization of talent that reduced labor by $350k.

•Researched and created capital expenditure requests to implement automation to reduce labor, increase efficiencies, reduce safety concerns, and improve overall process time with a low ROI.

•Creation of new data collection processes allowed visibility to decrease downtime on average 30 minutes per day, decrease rejects by 10% and overall increase efficiencies by 8% plant wide.

•Maintained relationships with deep-rooted vendors and cultivated new relationships with new vendors.

A1 Creative Packaging – Director of Operations 2011-2015

Managed operations while consulting the direction of an owner transfership of a privately-owned packaging company with multiple locations. Company sold.

•Managed six facilities with 90+ employees; overseeing production, quality, maintenance, warehouse, purchasing, logistics, and human resources.

•Generated tactical internal and external sales growth strategies to grow from $6m to $10m within 18 months.

•Fashioned a plan to consolidate six facilities into one brand new facility by 2017 and included a personnel plan to create and eliminate positions to support the merger and sales growth.

•Created relationships with new staffing agencies and identify unique ways to retain employees which helped reduce turnover.



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