Manager Engineer

MARK LEVITZ FACILITIES MANAGEMENT/PLANT OPERATIONS

714-***-**** • addoam@r.postjobfree.com • Linked In : https://www.linkedin.com/in/mlevitz Garden Grove, CA 92845 Strategic, profitability proactive and compliance lean manufacturing goals. A persuasive expert with communicator 20 years of extensive and leader experience that understands redefining how operations to motivate in order employees to achieve and departments ! ! ! ! ! P Capital ROI Team Contract & L / Building Budget Projects Negotiations to collaborate Management / Collaboration towards the success ! ! Lean Productivity of the Process entire / Manufacturing organization. Work Flow Areas of Expertise ! ! Logistics Warehouse include: Operations

! ! Root Corrective Cause Actions Analysis

! ! Safety FDA / EPA / GMP / OSHA

EXPERIENCE & NOTABLE CONTRIBUTIONS

FACILITIES Responsible NYX Key • • • • • • • • • • • • FACILITIES Directed warehouse. Successfully Identified Supported Implemented Met Managed Successfully Used Maintained Recommended, Improved Responded Accomplishments: sites. all the multiple OSHA MANAGER CMMS third MANAGER for and preventive all to a led used log and all KPI capital after-implemented party and system a facilities continuous on other senior Root System, hours the coordinated vendors as maintenance Cause to appropriate well history management maintenance facilities properly which cost as improvement Analysis (landscaping, facilities of NYX improved projects AMAZON savings repairs related programs document standards / team to L’Oreal operations improvement initiatives. resolve improving by emergencies • work projects, janitorial, tasked Central type for maintenance • all and order Southern of with including utility, equipment equipment & as prevent security projects Southern completion well and a DC California equipment tasks, determined as start problems the services) and equipment, and safety California work creation up. by oversaw developed • 35%buildings, as 2016 instructions from appropriate well . • buildings, of 2014 all - recurring. 2020 as business improvement ongoing performance. grounds, - 2016 and course and maintenance plans, good and grounds of priorities management production. action managing maintenance to in based office, resolve vendor reports. on factory, issues. trends. at contracts, multiple and mentoring KEY ACCOMPLISHMENTS: employees and streamlining internal processes.

• • Worked Proactive Robotic Oversaw with Drives, Equipment the Facilities successful Autonomously Maintenance shift execution managers Guided of plan. internally to Vehicles decrease (and AGV)Reactive externally, Box Maintenance on Demand sponsored (BOD)activities projects, PIT by including Chargers, developing Robostow as well and as implementing numerous Robotic Arm, Material KIVA

• Handling Improved launching Equipment a department preventative (MHE) productivity maintenance additions 37 and program percent re-configurations. and by implementing inventory control the system. Enterprise Asset Management System (EAMS) and

• Successfully used Root Cause Analysis to yield improvements in (OEE) Overall Equipment Effectiveness.

• Implemented performance KPIs and established team operational objectives supporting growth and profit goals.

• Created long/short term action plans and strategies for inventory management and cost improvement.

• Launched a new 800,000 sq. ft. Southern California facility.

• • Achieved Implemented goals. a stellar a continuous safety record improvement with zero accidents culture, which occurring increased due to employee in-depth engagement technical and and safety understanding training. of company OPERATIONS Provided strategic MANAGER leadership to NORATEL improve POWER manufacturing ENGINEERING operations • Carson, and increase CA • 2013 production - 2014 efficiencies of custom built transformers, inductors, and medical power supplies. KEY ACCOMPLISHMENTS:

• Developed strategies to improve manufacturing output by 33 percent.

• • Improved Improved business quality of profitability product and by reduced reducing waste operating through costs root by cause 28 percent. analysis and training. DIRECTOR Led the expansion OF OPERATIONS of the manufacturing AV operations CONCEPTS of INC. a high-• San end Diego, consumer CA • electronics 2007 - 2013 business by initiating improvements in sales, KEY ACCOMPLISHMENTS: manufacturing operations, and logistics.

• Transformed parameters and internal overall performance business goals. by creating measurable project objectives that needed to align with annual budget DIRECTOR Served • • Successfully Grew as OF the a senior MANUFACTURING company used leader Lean from responsible manufacturing a (2002 six employee – KAL 2007) for KAN revamping best “Mom FOODS practices & Pop internal INC.to Shop” • elevate Los production, to Angeles, over production 40 CA maintenance employees. • 1992 efficiency - 2007 and while QA team reducing performance waste and for downtime. over 300 employees KEY ACCOMPLISHMENTS: for the leading pet food manufacturer.

• Cultivated safety and quality. an environment committed to continuous improvement and exceeding operational goals in productivity, cost, FACILITIES Led • • Protected Maintained a team & of MAINTENANCE the 40 annual company’s mechanics profitability MANAGER strong and electricians by (compliance 1998 establishing – 2002) tasked record and by with managing ensuring ensuring a production all employees maximum budget. equipment adhered to FDA uptime and for OSHA 24/regulations. 7 manufacturing operations. KEY ACCOMPLISHMENTS:

• Increased employee productivity by 35 percent by launching a new preventative maintenance program.

• • Optimized Restructured processes the stockroom in collaboration resulting with in significantly the subcontractors improved and inventory internal management. departments. SHIFT Managed MANAGER a seamless, (1995 – smooth 1998) operating manufacturing production shift that had a strong compliance, quality, and safety record. KEY ACCOMPLISHMENTS:

MANUFACTURING Designed • • Quickly departments. Elevated innovative identified employee ENGINEER manufacturing performance and (1992 mitigated – 1995) methods by creating any operational by and leveraging leading and training cutting-scheduling edge programs. knowledge issues by of maintaining product design, an open materials, dialogue processes, across equipment KEY ACCOMPLISHMENTS: capabilities and quality control standards.

• Became standards. a trusted advisor to senior management regarding the most effective ways to improve production and employee

• Decreased meat plant downtime by B.56 Project S. Lean percent. in Automated B.Manufacturing S. Management ITT UNIVERSITY in EDUCATION TECHNICAL Business Manufacturing Certification Certification & OF Administration TRAINING INSTITUTE PHOENIX #Technology #283****-*******

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