John J. Ammons
Orland Park, Illinois 60462
Objective: To secure a position of responsibility with a company that can offer the possibility of growth and advancement based on proven performance.
Plant Management Training/Development Supply Chain Management
Contingency Planning Kaizen Continuous Improvement
Workflow Planning Lean Six Sigma – 5S Contract Negotiations
Project Management KPI Labor Relations
Supply Chain Management Risk Management Process Safety Management
Budget Management Organizational Change Cost and Process
Bridgeview, IL – February 2019 to Present
Responsible for the production of both deep and shallow draw thermoforming cups for the quick service food industry customer base with the management of eighteen inline thermoformers and eighteen printers over a seven day /24 hour operation. Responsible for the daily production of over 900,000 lbs of finished goods along with the training and supervision of 750 hourly employees and ten direct reports
Plant received AA Rating from the annual British Retail Consortium (BRC)
Increased total pounds produced by 7% over previous fiscal year
Drove cultural change in a way that developed an attitude of mutual respect and honesty
Cape Girardeau MO/ Muncie IN – April 2017 to February 2019
SR PLANT MANAGER
Responsible for general supervision of all phases of plant operations including: production, quality control, safety, maintenance, receiving, and shipping. Responsibilities also include annual budget, planning capital projects, and executing to all plant and or corporate targets. Also works closely with the production team to increase productivity and profitability within the manufacturing operation.
Responsible for the financial turnaround of the Cape Girardeau facility.
Took plant from a loss of $200K/monthly to a positive $150K/monthly through use of Lean Processes.
Developed future organizational leaders through effective mentoring and development.
Standardized successful batch run processes through multiple Kaizen activities
Chosen to facilitate restructuring of Muncie facility with process and machinery of closing sister facility
Peninsula Packaging Company
Wilson, North Carolina – November 2015 to April 2017
Responsible for the production of deep and shallow thermoforming containers specific to a food industry customer base with the management of six thermoformers and two extrusion lines over a seven day/24 hour operation. Responsible for the development of an operating and capital budget of approximately $16.0 million along with the training and supervision of 125 hourly associates and ten direct reports.
Successfully introduced a Performance Metric Program to direct reports to help drive a performance based culture
Plant qualified as a NSF facility as part of qualifying for a $20 million contract with Ready Pac
Introduced the War Room concept to the plant and company as a whole that utilized LSS principles to drive results and increased EBITDA from previous year
Spartech LLC (previously known as PolyOne)
Cape Girardeau, Missouri – November 2014 to November 2015
SENIOR PLANT MANAGER
Promoted to Sr Plant Manager and moved to Cape facility to facilitate plant turnaround and introduce Lean Six Sigma practices to the facility. Worked with staff to develop Key Performance Indicators for the facility to support the overall goal of the division.
Converted staff to a Performance Metric Program to ensure meeting the Manufacturing Incentive Program for 2014 and beyond
Upgraded open positions within the staff to help support both Safety, Quality and Maintenance departments.
Successfully rolled out the initial LSS concepts to the facility. Plant exceeded $500K in savings for FY15.
Improved execution accuracy and on time delivery from 81% to 97%.
Developed future organizational leaders through effective mentoring and development.
Ripon, Wisconsin – May 2011 to November 2014
Responsible for the production of deep and shallow draw thermoforming containers for a custom designed customer base with the management of eleven thermoformers and five extrusion lines over a five and seven day/twenty-four hour operation. Experienced in the production of RPET, polypropylene and high impact polystyrene products. Responsible for the development of an operating and capital budget of approximately $14.0 million. Responsible for the training and supervision of 100 hourly associates and ten direct reports.
Responsible for the purchase and movement of thermoforming assets to the Mexico and California market to support expansion.
Worked with Alliance Energy to convert facility to real time billing, resulting in yearly savings of $120,000.
Moved facility to a performance metrics program to ensure pay for performance was duly rewarded.
Plant was qualified as a Safe Quality Foods (SQF) facility during October 2011, resulting in increased expansion into the food packing market and has maintained an Excellent rating.
Well versed in Lean Six Sigma.
Plant received Corporate Health and Safety Management System Level One rating in 2012, one of only five of the original Legacy Spartech facilities to receive the rating.
Solo Cup Company
Conyers, Georgia – December 2010 to May 2011
PROJECT MANAGER – Thermoforming Division
Responsible for the relocation of existing lines from other facilities, working with both internal parties from corporate and contractors for the movement, installation and start up.
Responsible for internal projects, such as blender upgrades and line upgrades along with installation of any automation.
Responsible for the maintenance department with the Thermo division which includes daily maintenance breakdowns, PM and set ups.
Completed the installation of a PET crystallizer and dryer system and the conversion of an existing line from PS to PET ahead of time and under budget.
Improved execution accuracy and productivity from 90% to 98%.
Improved equipment reliability by 15% through detailed training programs and visual metrics
Inline Plastics Corporation
McDonough, Georgia – June 2009 to August 2010
Responsible for the development of a greenfield thermoforming operation in support of the expansion of Inline Plastics Corporation into the southeast United States. Responsible for the production of deepdraw theromoformed containers for the consumer market and the management of twelve GN and one Lyle formers over a twenty-four hour operation. Responsible for the warehousing and shipping of product to twenty-three states with concentration in the southeast United States.
Recruited a new management staff of nine direct reports in a two-month period to meet opening date of new plant.
Responsible for the training and supervision of 98 hourly associates.
Developed and executed the movement of twelve GN deepdraw thermoformers from the Shelton, CT facility over a 9 month timeframe to support southeast operations.
Worked successfully with city and county government agencies in permitting all aspects of the operation in compliance with state regulations.
Developed and executed a vendor managed inventory program to ensure proper stockage of consumable items utilizing a minimum/maximum program.
Executed installation and start up of a new preheat Lyle thermoformer in support of the Safe-T-Fresh container program.
Developed and implemented training program along with the corporate training office to ensure machine implementation went smoothly.
Worked with Georgia Power to move plant electrical usage to real time billing, saving approximately $100,000 during current fiscal year.
Developed operational and capital expenditure budget for FY11 (April 2010-March 2011).
Plant has had no lost time accidents during first year of production.
Paragould, Arkansas – February 2002 to June 2009
Responsible for the production of deepdraw thermoformed containers for the consumer market and the management of eleven deepdraw formers and five extrusion lines over a twenty-four hour operation. Experienced in the production of PVC, PET, polypropylene, polystyrene and coextruded homopolypropylene products. Responsible for the development and execution of an operating budget of approximately $10.0 million. Responsible for the training and supervision of 100 hourly associates and four direct reports.
Letica Corporation – MAUI CUP DIVISION
Clarksville, Tennessee – August 2000 to November 2001
Responsible for the production of deepdraw polystyrene cold cups, paper cups and the management of two deepdraw in-line formers and twenty-seven paper cup forming machines over a twenty-four hour operation. Responsible for total plant operations to include scheduling, quality assurance, human resources, shipping and customer service. Responsible for the training and supervision of 400 hourly associates and fourteen direct reports.
Sweetheart Cup Company
Owings Mills, Maryland - November 1999 to August 2000
Responsible for the introduction of the EarthShell clamshell container to McDonald's Corporation, using proprietary biodegradable technology from the EarthShell Corporation. Responsible for the development of staffing requirements, budget development and process optimizations for this new food packaging product. Charged with setting management by objectives, plant wide accountability and modern manufacturing techniques, such as Kaizen, Six Sigma, quick changeover, inventory control, etc. Chosen over five other internal candidates within Sweetheart for the position.
Sweetheart Cup Company
Springfield, Missouri - January 1996 to November 1999
Responsible for the production of polystyrene extruded foam cold and hot cups, thermoformed deepdraw lids and cups, and the management of fifteen extruders, sixteen cup forming machines, and nine lid machines over various shift operations. Responsible for the development and execution of an operating budget of approximately $9.3 million. Responsible for the training and supervision of 210 individuals, nine direct supervisors and one process engineer. Experienced in both paper and plastic cup operations. Served as Interim Plant Manager from July 1998 until end of December 1998.
Niemand Industries, Inc.
Marion, Alabama - July 1993 to December 1995
Responsible for the production of pharmaceutical spiral wound applicators from acceptance of raw material to shipment of the finished product. Directly responsible for the scheduling of twenty machines over a three shift operation and the training and supervision of 100 individuals and five direct supervisors.
Stone Container Corporation
Mishawaka, Indiana - September 1992 to July 1993
Responsible for the production of corrugated containers and the training and supervision of 22 persons.
United States Army, 1984 to 1992
Served in positions ranging from platoon leader, logistical officer and company commander of a 125-man unit.
University of North Carolina at Charlotte
Charlotte, North Carolina
Bachelor of Arts - 1984