* ****** **** 201-***-****

Utica, NY ***** adqjtw@r.postjobfree.com

SANJAY CHITNIS

Accomplished Operations and Continuous Improvement Leader with a proven record for delivering safety, quality and efficiency metrics as well as growing business by maximizing individual, team, and organizational performance through strong leadership techniques. Extensive manufacturing background that includes dynamic tools such as Lean Manufacturing, Six Sigma, and Project Management. Experience includes multi-site operations, plant acquisition, plant shutdowns, expansion, automation and turnaround projects.

Work Experience

December 2021 - Todate Weston Foods Utica, NY

Interim Bakery Manager (Independent Contractor)

Facilitating and overseeing supply chain activities, production, warehouse, and maintenance functions during shutdown of operations at bakery.

Partnering with HR business partners to assist planning of the closing process, managing employee/employer relationship and implementing programs to help the transition process

Jul 2021 – December 2021 Energy Bar Foods Oakland, CA

Vice President of Operations (Independent Contractor)

Actively involved in setting up a GMP rated manufacturing environment, developing operational functions essential for increasing company’s productivity and establishing standards and guidelines that are to be followed by supply chain, production, maintenance, warehouse and logistics departments.

Collaborated with HR business partners to create plans for hiring/managing/retaining talent to better leadership strength.

Build relationships with key vendors, suppliers and customers.

Oct 2019 – Mar 2021 La Terra Fina Union City, CA

Vice President of Operations

Established strategic direction for the company, devised methods to improve business performance, including 3-year planning and measurement/reporting of established KPIs.

Improved revenue from $115MM to $125MM by increasing capacity utilization, OEE and increasing sales of core products. Improved EBITDA from 10MM to 11.5MM by introducing lean methodology to reduce waste. Trimmed conversion cost by 5% and logistics cost by 2% by implementing KPIs and applying continuous improvement initiatives.

Set challenging cross-functional goals that supported organizational goals and strategies.

Assisted with the development and execution of annual business plan, while looking for new ways to improve operations

Responsible for procurement, logistics, operations, planning and scheduling, and inventory control.

Maintained working knowledge of key markets, commodities and inputs, and establish indicator metrics to identify price movements. Led key contract/pricing negotiations.

Responsible for plant expansion and automation project(s) including development of projects and objectives, leading project initiatives, coordinating resources and staff involvement, providing oversight and direction and ensuring project completion.

Oct 2015 – Oct 2019 Premio Foods Brooksville, FL

Director of Operations (3 sites)

Implemented strategies to Reduced safety TIR from 7.1 to 3.5, improved first pass quality from 75% to 96%, increased people productivity which resulted in savings of over $1,500,000 annually.

Led network optimization projects– improved utilization across three plants, reduced changeovers by streamlining, scheduling and harmonizing product recipes.

In full collaboration with other functions (maintenance, engineering, planning, quality), developed and executed tactical and operational initiatives to deliver the Annual Operating Plans for three plants.

Delivered against productivity targets - including pounds per man-hour, overtime hours, and temporary labor.

Drove process improvement and equipment upgrades resulting in a 2% improvement in plant efficiency as well as a corresponding 285 reduction in quality complaints. Initiated safety programs which led to a 35% reduction in OSHA recordable accidents. Created a culture of heightened food safety awareness which resulted in the plants SQF level 3 certification with excellent ratings.

Assisted with acquisition transitions, including creating SOPs, HACCP plans and leadership training in acquisition plant.

Developed strong relationships with key suppliers.

Oversaw logistics, managed inbound and outbound goods movement and identified efficient and cost effective methods to move inventory.

Responsible for planning and scheduling, inventory control for 3 production plants and warehouses.

June 2014 – Sep 2015 NBTY Bohemia, NY

Plant Manager

Responsible for development and execution of operations expense budget.

Partnered with packaging design team to reduce complexities and with scheduling team to rationalize scheduling thereby reducing changeover frequencies.

Built a high performing Site Leadership Team that is aligned and energized.

Provided leadership and development to 10 managers, 20 supervisors and 400 associates in operations, warehousing, quality and maintenance departments.

Led the initiation of the High-Performance Workforce journey through training, goal setting, and hands on coaching. Implemented Daily Direction Setting at line and plant leadership level.

Met or exceeded stretch production, financial goals, and safety objectives.

September 2012 – June 2014 Kellogg Company Cary, NC

Plant Operations Manager

Responsible for controlling manufacturing operations, ensuring safety, production quality and meeting cost targets at site level.

Supervised a direct work force of 600 hourly employees through 15 production supervisors and 5 team leaders.

Created a strategic plan for production planning, resource allocation and procurement of materials.

Developed strong relations between operations and other plant departments: created safe workplace, drove equipment reliability, and reduced consumer complaints.

Applied passionate leadership to develop clear expectations, instituted sustainable systems, drove individual accountability, and rewarded desired behaviors while simultaneously course corrected undesired behaviors.

May 2011 – September 2012 Campbell Soup Company Paris, TX

Business Unit Leader/Continuous Improvement Process Leader

Led, coached and trained on various lean principles (5s, A3, PDCA, Value Stream Mapping, Kanban, and Kaizen) for five North American plants.

Facilitated Kaizen events that resulted in increased yields and reduced waste by creating value stream maps, identifying waste and facilitating SMED, 5s which resulted in annual savings of over $450,000.

Mentored Green Belt students through their certification projects.

Supported data collection and analysis, process mapping, gap analyses and solution development for North American plants.

Created current and future state value stream maps to identify opportunities and improved pounds per man-hour from 125 to 190, reduced overtime hours by 6%. Resulted in $105,000 savings.

March 2007 – May 2011 Campbell Soup Company Everett, WA

Continuous Improvement Manager

Created master data for SAP by partnering closely with scheduling, finance and operations.

Rolled out new operations data entry and reporting system at Everett.

Facilitated Kaizen events that led to streamlining flow of raw ingredients, increase in pounds per man hour, reduction in product overfill, and reduction in nightly turnaround time at Everett, WA plant.

Led various successful continuous improvement initiatives. Resulted in labor and waste reduction projects, $ 100,000 in savings. Key contributor to Zero loss analysis and Value steam mapping.

Reduced overfill on line 2, resulted in $95,000 in savings.

March 2006- March 2007 Nestle Waters, NA Red Boiling Springs, TN

Shift Supervisor for 4 production lines.

Managed and ensured compliance with QA procedures, respect of formulas, GMP's and HACCP's. Ensured performance targets were adhered to including attainment, line efficiency, overtime, and preventive maintenance schedule.

Improved line efficiency from an average of 45% to 65% in four months.

Reduced bottle wastage by 10% in four months.

January 2003–March 2006 Frito-Lay Beaverton, OR/Pulaski, TN

Supervisor for three production lines, 45 employees.

Involved in strategic as well as tactical planning to improve business results.

Instrumental in setting up a new production line at Pulaski, Tennessee and achieving plan efficiencies in four months.

Developed programs to track efficiencies and wastage on Big Cookie Line.

Education

Master of Business Management - Marylhurst University, Oregon

Lean and Six Sigma Black Belt - North Carolina State University, North Carolina

Bachelor of Science (Business/ Management) - University of Phoenix, Oregon

Bachelor of Arts (Economics) - Jawaharlal Nehru University, Pune, India

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