I am an experienced Operations manager / Maintenance Manager with the added benefit of a technical background in Project Management and Supply Chain Management. I have a proven record of success driving Continuous Improvement, LEAN Manufacturing, World Class Manufacturing and Business Profitability. My education includes an MBA, with a concentration in Project Management, BS in Industrial Technology, with a minor in financial accounting, other certification include a Green Belt Certification lean six sigma, Cyber security master certification and Integrated Supply-Chain Management. I have worked in union and non-union facilities and have demonstrated success at creating team environments that foster innovation, continuous improvement and driving business results.

Education:

Master of Business administration Concordia University Concentration project management Financial Accounting

Bachelor of Science, Technology and operational Management Minor in Financial accounting: Missouri State University

US Army

Degree Concentration: Project management Financial/Managerial Accounting, Production Management, Production planning and Quality management.

Core Competencies:

Plant Management

EHS Management

Lean Six Sigma Green Belt

Operational Improvements using lean concepts (TPM,A3,WWA,Kaizan)

Developed and maintained CMMS asset management system (Maximo).

Financial Accounting / Managerial Accounting

Project Management

Fostering employee relations/ Labor Contract Negotiation

Capital Improvements for optimal ROI

High Speed Production/ Packaging

Inventory Management

SQF, BRC, ISO, NSF

USDA, FDA

Plant Manager

Ashland / PHARMACHEM Ogden Utah Operations

Ogden, UT Sept 2019 – May 2020

www.ashland.com

Responsible for all plant safety, manufacturing, engineering and supply chain operations for a nutraceutical facility. Responsible for implementation of operational strategies and objectives for the Ogden facility in alignment with company’s expectations. Understand each product and manage the improvement of operational efficiency. Exceed the product delivery of overall customer satisfaction based on established KPI’s. Consistently challenge each aspect of the operational process to improve product margin. Meet with customers and vendors to consistently improve relations and ensure their expectations are being met and exceeded. Work closely with finance and corporate innovation teams to improve products and meet or exceed established gross margins expectations. Manage expense budget to company’s expected variance each month.

Improved plant safety by implementing behavioral based safety tools and improved safety procedures

Mentored EHS manager to drive Plant OIR plant wide.

Completed a business optimization project to balance out plant manufacturing capacity and logistic costs resulting in increased customer service and reduced operating costs.

Increased profitability and margins by 20% YTD by reducing COG’s and Operating Expenses.

Implemented LEAN Manufacturing tooling to increase bottling line efficiencies by 40% .

Secured over $7M in new sales working with the sales team and new customer contract pricing.

Worked with Kaizen Teams to improve plant efficiencies and improve plant wide safety.

Worked with the corporate engineering Team to increase plant production capability and capacity.

Value add process included Ropak Stick machine, All-fill dual head filling machine and All-Fill vertical filling machine.

Senior Plant Maintenance Manager

ConAgra Fayetteville Operations

Fayetteville, AR

www.conagra.com Mar 2016 – Sept 2018

Responsible for daily operations of a high-speed frozen dinner manufacturing facility, the facility consist of 365,000 SQ of production and 264,000 SQ of frozen warehouse. Responsibilities consist of maintaining a $650,000 monthly MRO, R&M budget. Manpower consisting of 7 salary directs and 74 hourly reports.

Evaluated existing predictive and preventive maintenance procedures to increased profitability and margins by 10% by reducing Operating Expenses and decreasing machinal down time.

Administer of EAM CMMS system, set up a procedure to audit all existing PM/ CPM to evaluate effectiveness and efficiency.

Improved plant Overall Equipment Effectiveness (OEE) by 20% through PM effectiveness.

Created inventory tracking tools to improve MRO/ Repair inventory management and purchasing efficiencies.

Worked with the Quality Manager to be co-leader for SQF Certification

Worked with EHS manager to improve NH3 (Ammonia) safety standard “Process Management system”

Implemented LEAN Manufacturing tools resulting in over $1.7M in savings.

2.3 MM in yearly MVP saving. Increase plant efficiency through Increase in line speed, decrease in defective product and reduction in manpower.

Maintenance / Operations Manager

Safeway Inc. Clackamas, Milk Plant

Clackamas, OR 97015

www.safeway.com Jan 2013 - Mar 2016

Responsible for daily operations of a high-speed fluid dairy and culture plant. Responsible for and experienced with procurement, personnel and production scheduling, lean activities, SOP development, line performance reporting, 5-S, safety committee activities and audits, hiring, training, attendance tracking and administration, HACCP committee member, BRC auditing and labor relations in a union facility.

Managed the maintenance team. Manage the R&M Budget. Work directly with Plant Manager to improve plant efficiencies across all lines. Worked with maintenance supervisors to improve PM/CPM, Workflow and completion rates. Initiated four Capital improvement projects ranging from 54k to 530k.

Significant Accomplishments include:

BRC – AA rating ( Zero deficiencies)

Led and participated in 2 Kaizen events resulting in an estimated waste reduction of $131,000

Enacted cost saving initiatives reducing chemical loss/utility consumption by $50,000 annually

Led five A3 events resulting in an estimated waste reduction of $237,000

Plant Safety Rep. Worked with off site EHS managers to run and implement safety policies and standards.

Upgrade of Plant wide PLC Control System.

Serac Fluid Filler Efficiency Improvement

80% reduction in caser downtime

15% increase in Serac Filler efficiency.

Administrator of CHAMPS CMMS system. rewrote 75% of all PM’s/CPM to increase plant wide efficiencies.

PM / CPM Increase completion percentage to 95%

Increase plant efficiencies from 57% to 79%

Increased plant uptime from 78% to 89%

Kemin Nutrisurance June 2005 – Jan 2013

Verona, Missouri 65769

www.kemin.com

Senior Maintenance Manager / Operations Manager

Managed the Maintenance support unit that produces spray dry proteins for the pet food industry. Key management team that led the effort to ensure the plant met quality and production targets.

Reported directly to Director of Operations.

Developed and maintained CMMS asset management system (Maximo). Efforts increased plant wide mechanical up time to 85%, while decreasing R&M cost by 20%

Managed daily manufacturing operations.

Directed efforts to achieve the budget, efficiencies, cost reduction and return on investment targets

ISO 9001 Quality Management System

Project manager over all plant capital improvement and equipment upgrades.

Cost saving of $60K per month on wastewater disposal.

Reduced plant expansion project cost by $300K without compromising project. Consisting of two 38K SS tanks, 8K SS batch tank, load out stations, Waste holding tanks, clean/transition room, employee break, locker/change room and offices.

Increased Spray dryer through put by 30%

Installation/Setup of two 450HP Superior Natural Gas Boilers

Quaker Oats (PepsiCo) Jan 2000 – June 2005

Cedar Rapids, Iowa

Maintenance Manager

Managed the maintenance support unit for the Ready to Eat “RTE” Process cereal business unit in Cedar Rapids, IA.

RTE is a high speed cereal process and packaging operation, running up to 16 high speed “bag in box” packaging lines.

Maintenance Team lead for the change over from Oracle to SAP

Maintenance Team safety Rep.

Increased plant efficiencies by 20% by implementing LEAN tools and improving plant operations.

Increased plant sales $2MM by working with Sales & Marketing to lower costs and increase competitiveness.

Worked with other area to improve World Class and LEAN Manufacturing techniques and processes. Including 5S, Value Stream Mapping, Kaizen Teams, TPM, and CI Teams.

Team member of TPM (Total Productive Maintenance) and (RCM) Reliability Centered Maintenance.

Implemented technology improvements resulting in over $5MM in annual savings.

Operation Manager, Sept 1993 – Jan 2000

Victor Plastics, Victor, IA

Custom injection molding. www.victorplastics.com

Managed the production operations of a high-speed custom injection molding facility.

Worked directly with key managers to ensure efficiency, cost reduction and return on investment targets were met.

Implemented FaciliWorks CMMS, was responsible for transitioning PM system from a spread sheet system to a computer based system. Wrote new and rewrote existing PM.

Implemented predictive maintenance tools, to include vibration analysis, thermal imaging and lubrication analysis.

Project manager, Designed, Engineered and over seen the construction of plant wide process water temp control system.

Improved plant wide quality and temperature control.

Designed and implemented plant wide automation programs.

Reduced cycle time across all lines (3sec – 25sec)

Reduced bad parts

Improved ergonomics

Reduced labor cost

Implemented Predictive Maintenance Technologies.

Sept 1980 -Sept 1984 United States Army, SP-4

Honorably Discharged

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