Experienced manufacturing leader

CALVIN N. HAMILTON

**** ****** ***** ***** **********, IL 60586 630-***-**** adhrcx@r.postjobfree.com

PROFILE

Production Manager who directs operations, production, maintenance, and people across multiple shifts. Proven performance delivering optimal production capacity at lowest cost and highest quality. Nearly a decade of leadership success. Experienced recruiting, training, and directing personnel. Demonstrated leadership and support for a behavior-based culture. Strong interpersonal skills and the ability to build relationships with staff, management, partners, and clients. Embody the voice of the customer, to communicate requirements and to drive innovation.

Chemical Production

Pharmaceutical Production

Production Capacity

Resource Planning

Staff Recruitment

Employee Training

Inventory Management

Lean Six Sigma

Continuous Improvement

Budget Administration

Shipping & Receiving

Product Conformance

Quality Control

Project Management

Maintenance Management

Vendor Engagement

Safety Management

Outage Management

Environmental Compliance

Process Safety Management

EDUCATION

Master of Business Administration (MBA), Management & Entrepreneurship Aug 2019

Southeastern Oklahoma State University Durant, OK

Bachelor of Science (BS), Communications May 2008

North Carolina Agricultural & Technical State University Greensboro, NC

PROFESSIONAL EXPERIENCE

CSL Behring 2019 to Present

Production Leader: Responsible for continuous improvement for customer concerns, on time delivery through schedule attainment, quality, scrap reduction, safety and moral. Leads teams through problem solving process, documents deviations and identifies solutions that prevent recurrence. Develops job breakdown and standardized work processes with team, perform time studies of operation while developing and performing with the teamwork sequence, standardized work and takt time charting. Act as liaison between 3rd party production companies and all internal departments

Improved weekly productions for batches from 21 to 24, by aligning staffing with schedules, changing buffers production requirements, and analyzing processes to minimize wait times.

Planned labor resources to reduce overtime and aligned expenditures with budget.

Stepan Company 2018 to 2019

Production Leader: Fully direct shift operations, which encompassed overseeing 30+ process and console operators, defining production goals aligned with operational objectives, and outlining work procedures to meet sulfonation specifications and timelines. Additionally, prioritize plaint maintenance projects, collaborate with engineering team to modify process equipment, and reinforced safe, compliant work environment. Contribute to recruiting and hiring decisions for all plant process positions.

Slashed monthly labor expenses 10%, by tightly managing manpower and skills across shifts and departments, to ensure resources aligned with production schedule.

Decreased monthly scrap consumption from 5 truckloads to 3, by altering production schedule to run more like items on the same shift, and by streamlining startup and shutdown procedures to lessen waste.

Lowered operator turnover 15%, through more closely aligning work schedules with job requirements, and placing a sharp, new focus on employee morale.

Achieved 100% Spill Prevention Control & Countermeasures (SPCC) and Leak Detection & Repair (LDAR) compliance, by conducting weekly and monthly inspections, as well as work audits.

Sherwin-Williams 2014 to 2018

Shift Supervisor: Oversaw multiple production lines, filling, and materials process, ensuring personnel were available and properly allocated to meet operational demand. Formulated daily plant processing schedules for production orders, in order to issue decisions regarding inventory requirements, duty assignments, budgetary parameters, and time requirements. Contributed to series of projects to raise quality, efficiency, cycle times, and volumes.

Supervised the most productive shift producing the highest number of batches plant-wide, largely by ensuring key processes ran at maximum efficiency, and by prioritizing work to slash cycle time.

Cut monthly cleaning filter expenses 30%, by modifying existing SOPs, defining requirements for filter change, and contracting with new vendor for different type of filter.

Improved fill line OEE from 65.2% in FY ‘16 to 68% in FY ’17, by conducting single interval controls for downtime events > 15 minutes.

Reduced wastewater consumption 20% on average, through modifying formula of current batches, as well as adjusting average level of water required for equipment cleanout procedures.

Slashed absenteeism from 10% to 2% per quarter, by realigning work schedules and raising staff morale.

Edward Don & Co. 2011 to 2014

Shift Operations Manager: Provided leadership in the warehouse, and oversaw equipment, inventory, and shipping, ensuring customer orders were properly filled and loaded onto trucks for both local and long-haul deliveries. Formulated work schedules, assigned duties to specific staff members, and utilized warehouse control labor systems.

Achieved best daily cost per unit (CPU), by prioritizing work for each shift, and realigning schedules to ensure resources were available at peak production hours.

Increased labels picked per hour 10%, by driving productivity, performance, and operator operations, and updating SOPs to utilized a preferred picking method.

Maintained 3-year record of zero lost time accidents, by strengthening safety culture, leading safety training, and verifying appropriate utilization of personal protection equipment.

PPG Industries 2009 to 2011

Operations Manager: Ensure proper order fulfillment, supervising and coordinating all incoming and outgoing shipments. Partnered with regional management to lead team and drive the business’ revenue, expenses, profitability, and inventory shrinkage goals.

Improved scheduling adherences from 95.9% to 98%, by aligning staffing with schedules, communicating production requirements, and analyzing processes to minimize wait times.

Managed budget to ensure actual performance aligned with planned performance.

Reduced cycle count waste on pigments from $200K to $100K, by standardizing practices and ensuring adherence to first-in-first-out process.

CERTIFICATIONS

Certificate, Entrepreneurship Joseph Business School, Forest Park, IL

Transportation Worker Identification Credential (TWIC) US Transportation Security Administration

TECHNOLOGY

Oracle Lynx SAP AS400 ERP Microsoft (MS) Office

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