Plant Manager
Resume:
Jason Wright
Henrico, VA ***29
adf0c8@r.postjobfree.com
PROVEN track record of Lean Implementation and substantial successful year over year metric improvement in all KPIs (Safety, Quality, Delivery, Cost, and Morale of employees). Take pride in improving (everywhere I have worked) employee/management relationships. Re-establishes trust and communication with employees, customers, and suppliers as well. Strong background in the development of Leaders and Lean implementation. Most of career has been in the assignment of plant transformations.
SUMMARY:
10 years of Plant Management experience
14 years of experience in Driving Lean Manufacturing/ Continuous Improvement
4 Lean Implementations using TPS Methodology
4 Successful Plant Transformations
14 years of experience with the Toyota Lean Management
17 years of experience with High Speed experience
14 years of experience overseeing TPM
Multi-site responsibility
Have had up to 13 Direct Reports and responsibility for ~1400 employees.
PROFESSIONAL EXPERIENCE:
Hillphoenix Colonial Heights, VA 10/2018 - Present
Leading manufacturer of Display Cases, Specialty Products, Refrigeration Systems, Power Systems and Comprehensive Services.
Plant Manager 9 Direct Report, 1200 Total Employees (1400 employees during peak seasons)
Leading 3 Plants with overall responsibility for both plants including Operations, Finance, Quality, Purchasing, Shipping & Receiving, Materials, Inventory Control, Safety, Maintenance, Human Resources, and Manufacturing Engineering.
Improved Management and Employee relationship, communication, and morale
Largest OpCo in organization – $1B in revenue
Plant Transformation – Implemented Lean Manufacturing principles to transform non-performing plants to dramatic metric and KPI improvements in less than 12 months (Safety, Quality, Delivery, Cost and Morale)
Accomplishments:
Improved Plant Safety recordable rate – 47% improvement in TRIR year over year…. In 2020, best TRIR in history of company at 0.63
Improved First Pass Yield by 38% yoy
Improved DPU by 27% Plant wide yoy
oAdded stop gate inspections within process takt time to keep defects from reaching next operation
Improved delivery to customer by 33%
oImproved schedule compliance by same %
Improved Cost (HPC) by 12.2% yoy
oImproved productivity in Fab by 22%
oImproved productivity in Tank and Canopy (bottleneck of the plants by 26.7%)
Increased equipment reliability by 11.5%
Improved Employee Engagement by 39% (measured by employee suggestion and kaizen participation) yoy
Improved Supervisor/Manager development (lead leadership development classes)
Responsible for $3.5M in cost savings, efficiency (productivity) improvements
Established and Standardized metrics and business operating system for all 3 plants
Established effective Continuous Improvement program as well as management Gemba Walks to aid in employee engagement as well as leadership eliminating roadblocks and challenges for employees
Implemented standard work and routes for Material Handling team to reduce waste, allow direct labor to improve efficiencies, as well as Lean out processes to reduce staffing
Valley Proteins Fayetteville, NC 11/2016 – 10/2018
Leading exporter of poultry-based fats & proteins to feed manufacturers, & renewable energy ingredients for the biofuel industry worldwide.
General Manager 9 Direct Report, 205 Total Employees
Leading 2 Plants with overall responsibility for both plants including P&L, Sales, Operations, Finance, Quality, Purchasing, Shipping & Receiving, Materials, Inventory Control, Safety, Maintenance, Human Resources, Truck shop (fleet of 165 units), and Transportation & Logistics.
Improved Management and Employee relationship, communication, and morale
Flagship of organization
Accomplishments:
Improved Plant Safety recordable rate – only 2 in 2017, 7 year prior.
Increased equipment reliability by 33% in Plant 1 and Plant 2 by 25%
Improved productivity in Plant 1 by 11%, Improved efficiencies by 5% in plant 2
Improved Trap revenue $700/shift
Improved profitability by 22% in year one
Pactiv, LLC Frankfort, IL 10/2015 – 11/2016
Supplier of plastic, paper &aluminum food packaging products for foodservice, food processors, food packers & supermarkets.
Plant Manager
Manufactured and packaged Styrofoam (paper) plates, meat trays, and Styrofoam bowls
Manage 8 direct reports and 337 employees
Implemented 8D/RCA team and sheet quality team to better understand our quality issues and established process to mitigate issues and nonconformance of products.
Established various Safety programs to improve safety culture in plant – 2015 plant had worst TCR in corporation.
Plant Transformation – Implemented Lean Manufacturing principles to transform non-performing plant to dramatic metric and KPI improvements in less than 6 months (Safety, Quality, Delivery, Cost and Morale)
Implemented data tracking systems for Extrusion Department to better analyze departmental issues and make sound decisions on how to improve
Implemented KPIs and department was able to track and capture losses to effectively minimize or eliminate the misses in the department.
Accomplishments:
Improved TRIR by 29%, plant had fatality the year prior.
Decreased CONQ by 14% (utilized engineering team as well as employee suggestions for improvements)
Implemented robust TPM process to improve equipment reliability and improved plant OEE in a short period of time from 65% to 73% OEE.
oImproved MTBF by 19%
oImproved MTTR by 6%
Implemented scrap reduction programs plant wide – cost savings of $30K/month.
Initiated, with plant leadership team, cost saving programs of $1.1M for 2016 to hit bottom line
Nelson Global Products, Fort Wayne, IN 9/2013 – 10/2015
Company designs, manufactures & markets broad range of fabricated high-performance OEM and aftermarket products for the global commercial vehicle, on-highway and off-highway markets. Products include mufflers & silencers, exhaust tube assemblies and carrier tube assemblies and structural assemblies.
Plant Manager 13 Direct Reports and 313 total employees
Recruited by VP of HR (former colleague from Meritor) to drive the turnaround of Fort Wayne operation.
Overall responsibility for entire plant to include P&L, Sales, Safety, Manufacturing, Finance, process engineering improvements, Quality, Purchasing, Shipping & Receiving, Materials & Inventory Control, Maintenance & HR.
Plant Transformation – Implemented Lean Manufacturing principles to transform non-performing plant to dramatic metric and KPI improvements in less than 20 months (Safety, Quality, Delivery, Cost and Morale)
Improved Culture and Morale of the plant by updating procedures, policies, and renewing the feeling on the floor of the plant’s commitment to its employees as well as holding employees accountable, including management team.
Accomplishments:
Increased EBITDA Performance by 9% in less than 22 months
Reduced Plant PPM from 970 PPM to 187 PPM in first year (improvements sustained)
Reduced Safety IR from 4.6 to 1.87 (most significant improvement in corporation)
Improved Delivery from 64% to 95% while reducing Premium Freight by $125K (Plant had run $400K - $500K past due for years – we became current within 3 months and sustained).
Improved Cost due to leading countless lean activities and implemented a variety of Poka Yokes to improve performance as well as reduce Labor as a % of Sales
Reduced overtime by 85% and labor cost by increasing efficiency in all cells across the plant and rebuilding the relationships between management and hourly personnel (Plant averaged $200K/month in overtime)
In first year, achieved $1.7M in Value Creation Projects (Savings headed straight to bottom line)
Meritor 4/2007 – 9/2013
Provider of superior rear & front axles to class 8 trucks, buses, & Military vehicles. Customer includes ITE, Volvo, Navistar, Freightliner
Plant Manager Franklin, KY Brake Drum Plant – 8 Direct Reports, Total of 111 employees 2011-2013
Led 8 Direct Reports and total of 111 employees with overall responsibility for the entire Plant (except Sales and Finance); to include P&L responsibility, Manufacturing, Engineering, process engineering improvements, Quality, Purchasing, Shipping & Receiving, Materials & Inventory control, Safety, Maintenance, and Human Resources.
Plant Transformation – Implemented Lean Manufacturing principles to transform non-performing plant to dramatic metric and KPI improvements. Employees and management began realizing significant improvements of KPIs and bottom in 3rd month (Safety, Quality, Delivery, Cost) Gave team motivation and confirmation to continue to trust Lean process.
Re-established Lean Manufacturing initiatives and 5S programs
Improved Culture and Morale (highest morale score in the corporation) of the plant by updating procedures, policies, and renewing the feeling on the floor of the plant’s commitment to its employees
Reallocated floor management focus to be more aligned with company plan and focus
Effectively coached and mentored staff to improve “bench strength” in the facility
Re-negotiated and re-structured relationships with suppliers to improve cost and to eliminate inventory by way of stocking agreements and just in time deliveries
Established robust TPM program in all areas (very paramount as equipment was dilapidated & very capital deficient)
Improved Operator and Maintenance PM (preventative maintenance) effectiveness
Accomplishments:
Improved productivity by 20% by implementing Lean Principles and methodologies as well as visual management
Achieved year over year improvement in ALL plant metrics and increased machine OEE
Achieved 99% on-time delivery improved from 42% while reducing overage inventory by 30% (Plant was 14K parts past due and had been for 14 months when I took over the plant; was current within two months of managing)
Achieved over $800K in cost savings in first 15 months
Reduced scrap by 58% by challenging & pushing Engineering department for Poka Yokes & more operator involvement
Reduced overtime by 80% and labor cost by increasing efficiency in all cells across the plant and rebuilding the relationships between management and hourly personnel
Reduced tool crib inventory by $350K out of $1.1M
Maintenance / Facilities Manager Asheville, NC 870 employees 3/2009-2/2012
Led 5 salaried employees & effectively managed 36 core Maintenance employees and 15 Facility Maintenance employees.
Responsible for job assignments, following up on job completions, handle disciplinary and attendance issues, project planning, improving corporate driven KPIs as well as department metrics such as MTBF and MTTR.
Promoted to Maintenance Manager 3/2009
Defined Maintenance department as a Service organization with Production and Shipping as our main customers
Achieved a more trusting relationship with floor operators
Effectively coached and mentored staff to improve “bench strength” amongst staff
Improved employee morale (best in the plant)
Established robust TPM program in all areas – set TPM Standard for corporation
Accomplishments:
Improved Operator and Maintenance PM (preventative maintenance) effectiveness – Stronger PM’s and reduced downtime with a goal of Preventative Maintenance 80% vs reactive maintenance 20%
Responsible for over $1MM+ savings year over year
Achieved year over year improvement in all department metrics, KPI’s and increased machine uptime
Gearing Area Manager / Material Handling Department 4/2007 – 1/2009
Promoted to Gearing Area Manager 11/2007
Managed 5 salary employees and effectively managed 121 hourly employees.
Responsible for all aspects of the department to include labor & burden (P+L of department) & plant specific KPIs.
Continuous record months of productivity under my guidance
Developed a more diverse/flexible work force and became most productive department in plant
Achieved a more trusting relationship with floor operators
Effectively coached and mentored staff to improve “bench strength” in the facility
Achieved year over year improvement in all department metrics
Led various Kaizen Events to improve Safety, Quality, Delivery, and Cost
Was Material Handling Lead Supervisor from 4/07 – 11/07
Accomplishments:
Improved customer delivery from 54% to 97% while I was over Material Handling department
Built cross-functional teams with Engineering, Maintenance, Production, and Quality to root cause issues the department was having (became best practice and used plant wide):
oImproved productivity by 12%
oDecreased scrap by 38%
oImproved machine uptime by 40%
Responsible for $100K annual cost savings due to key negotiating with packaging vendors
Achieved year over year improvement in all department metrics.
Automotive Components Holdings, LLC Indianapolis IN 10/2005 – 4/2007
Provider of high quality steering components. Customer includes Ford, GM and Chrysler
Maintenance/ Facilities General Foreman
Supervised 15 salary employees & effectively managed 270 UAW employees in housekeeping & skilled trades dept.
Effectively managed and led 4 Maintenance and a Housekeeping department
Supervised and managed the construction/ installation of 3 assembly lines
Improved accountability in the Maintenance department
Strengthened PM and Predictive Maintenance programs
Improved and Strengthened training program within maintenance department
Developed Standardized Work Sheets for every department
Maintained a clean and safe work environment and free from hazardous situations
Promoted to General Foreman 9-25-06
Accomplishments:
Implemented TPM methodology (began in one department – realized productivity increase by 17%, OEE by 31%, machine uptime drastically improved) was being benchmarked throughout facility when I left
After developing zone manning program, plant realized an annual savings of $3.7 M
Implemented zone cleaning program which helped reduce labor force in housekeeping
EDUCATION:
BS Degree: Electronic Engineering Technology, Indiana State University, Terre Haute, IN (12/03)
TRAINING AND CERTIFICATIONS:
Lean Certified – Training through Ford Motor Company while at ACH in Indianapolis, IN
Six Sigma Certified – Green Belt, trained and certified at Meritor, in Asheville, NC
TPM training and certification through Lean training with Ford and extensive training at Milliken Company in Spartanburg, SC
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