Plant Manager Quality

EDWARD STEWART

*** ***** ***** ******, ** *****

*****************@*****.*** 989-***-****

www.linkedin.com/in/edward-stewart-5819247

Experienced Manager with experience overseeing operations and continuous improvement initiatives to uphold company policies and standards within manufacturing and warehouse environments. Strategic leader skillful in forming processes to optimize operations. Exceptional communicator with analytical mindset and great judgement skills to cooperate with senior leadership on business operations decisions. Proficient in P&L management, budgeting, and cost control for outstanding operational and commercial performance. Solid record developing and motivating all size teams to achieve productivity targets through effective coaching and mentoring.

AREAS OF EXPERTISE

Resource Allocation

Regulatory Compliance

Total Quality Management

Team Building & Training

Labor Negotiations

Cost Reduction/Avoidance

Just-In-Time Productions (JIT)

Meeting Customer Expectations

Policy/Procedure Development

PROFESSIONAL EXPERIENCE

General Manager

Romark Logistics, DFW, TX, 07/21 - Present

Oversee all operations including P&L for large food contract packaging facility as well as 8 Managers, 9 Supervisors, and 200 fulltime and 600 temporary employees. Direct building operations comprising of 6 separate departments: production, warehouse, quality, safety, continuous improvement, and human resources. Senior Manager for 438,000 square foot facility which includes 190,000 square foot warehouse. Established building KPIs and evaluate performance to produce progress reports. Worked with the department leaders to increase their understanding of strategy development and daily enhancements to improve upon the building goals. Address staff issues and apply corrective measures while adhering to company guidelines. Mentor, train and develop managers and employees for career progression and learning. Develop and share best practices across all company CoPack locations.

Selected Contributions:

Drove improvements in operations through teaching and mentoring less experienced department leaders.

Improved overall P&L for the building by 7%.

Improved completion of customer orders by 15%, exceeding customer expectations.

Worked with Quality Manager to improve building quality to achieve and Outstanding on annual quality audit.

Maintained a building inventory accuracy above 99%, with 40-million-dollar packaging inventory.

Established manager walks and other checks and balances to drive improvements in all areas.

Reduced recordable incidents by 50% period over period.

Instituted Leadership Development training for senior managers to improve overall leadership abilities.

Mentored Leaders to achieve promotions and recognition for work performance.

Main point of contact in all customers facing activities for the building.

Sr Operations Manager

Amazon.Com, DAL2, DFW, TX, 09/20 – 7/21

Oversee all night shift operational functions as well as 21 Managers and 1200+ employees. Direct building operations comprising of separate departments: inbound, outbound, quality, safety, and human resources. Streamline all processes and procedures ensuring adherence to company policies and standards, while meeting customer expectations. Outline productivity KPIs and evaluate performance to produce progress reports. Devise strategies to enhance workflow to achieve operational targets. Deal with staff issues and apply corrective measures while adhering to company guidelines. Mentor, train and develop managers and employees for career progression and learning. Develop and share best practices across all shifts and the company.

Selected Contributions:

Drove operations for the night shift overseeing all aspects of the building’s performance.

Part of the team to launch the building for new operations start up.

Successfully developed two different departments to become buildings top performers.

Established system for completion of manager one on ones to improve leader growth and development.

Achieved the best safety record for the building for any department.

Established weekly performance expectations and staffing needs to meet budget expectations. Driving teams to improve month over month performance by 3%.

Instituted a Leadership Learning Series to train new leaders with three other buildings participating.

Mentored Leaders to achieve promotions and recognition for work performance.

Improved building recert rates from over 3 percent to less than .5 percent, thus increasing on time shipments by 18%.

Learning and Quality Manager / Continuous Improvement Manager

Amazon.Com, FTW9 Coppell, TX 02/2019 – 09/2020

Analyzed operational processes to form strategies to advance quality, productivity, and efficiency. Investigated shortfalls, issues, and concerns regarding business processes. Established company performance standards and approaches to enhance productivity and staff satisfaction in collaboration with senior leaders and stakeholders. Communicated enhanced SOPs to management and staff. Trained team members on new processes and tracked performance to determine impact of new SOPs. Collaborated with other sites sharing best practices to help them achieve improved results. Led quality assurance activities and approval processes to maintain alignment with quality standards. Headed leadership training series to facilitate employee advancement through levels. Supported Managers, Process Assistants (Team Leaders), and Associates in career development through coaching and mentoring.

Selected Contributions:

Coordinated multi-site activities to improve Attendance and Attrition in five locations by 9%.

Improved Attendance and Attrition for site by 18% leading a multisite region.

Achieved over $70M in validated savings for 2020.

Achieved the highest ratings percentile for our building type among five like buildings in standards adherence.

Improved internal collaborations between the Learning and Quality Departments so that they complemented each other and improved overall performance for both departments.

Improved all Quality metrics for the building over 60% during a 6-month period.

Brought to the site Virtual Reality Trainers for training new Powered Industrial Truck Drivers (PIT) improving safety and reducing training times by 25%.

Operations Manager

Amazon.Com, FTW9 Coppell, TX 08/2019 – 02/2020

Amazon.Com, DFW7, Haslet, TX, 06/2019 – 08/2019

Amazon.Com, FTW 3 and 4, Haslet, TX, 03/2016 – 06/2019

Amazon.Com, PHL5, Lewisberry, PA, 09/2014 – 03/2016

Formulated training programs and improvement tactics to restructure and simplify operations. Partook in trainings to understand Amazon flow metrics and function as part of team to launch building for operational startups at FTW 3 and 4 and FTW9. Operational control for inbound and outbound operations and metrics for two buildings. Maintained staffing requirements and safety, quality, and production goals for up to four departments. Directed multiple teams up to 350+ employees using 5 salaried direct reports. Accountable for meeting and exceeding operational goals. Appraise performance; reward and discipline employees; resolve problems; and address staffing needs. Mentor, train and develop teammates for career progression and learning. Develop and share best practices across the shifts and network.

FTW9 Selected Contributions:

Part of the team to launch the building for operation start up.

Successfully developed two different outbound shifts improving building performance by 16%.

Lead the outbound shipping department to achieve peak time records and have the best throughput in the building.

DFW 7 Selected Contributions:

Shipped 1,737,000.737 items during a two-day timeframe breaking all the site records by 3%.

Implement new picking and stowing technology that improved metrics for both by 8% on average.

FTW Selected Contributions:

Two building operation (co-located).

Part of the team to launch the building for operation start up.

Achieved productivity rates that lead the building recognized as one of the best buildings in North America.

Established Performance Management metrics for the site.

Lead the Continuous Improvement project that brought to the site Amazon’s first automated box cutter.

Mentored 18 managers / hourly employees to be promoted to the next higher level.

Improved collaborations between like building types within North America sharing best practices improving overall productivity by 2% month over month.

Achieved 14% improvement in the Vendor returns process saving over $425,000 yearly.

Trained new managers from other sites to improve their operations.

Championed significant improvements in Quality for the building achieving a 23% improvement.

Trained team leaders in basic leadership improving their ability to lead others.

Established Standard of Work Sheets used by Operations Managers in three buildings.

Developed and facilitated a leadership training series for Managers on the night shift.

Drove all my shift managers to receive Lean Six Sigma Yellow Belt certification.

PHL5 Selected Contributions:

Coordinated all 3PL shippers to provide awareness training for all buildings within the region.

Lead piolet project for the building that set the standards for shipping substantial amounts of cargo by air.

Developed 8 hourly employees to be promoted to the next level.

Improved Wasted Truck space by 7% and Late Truck Performance by 39% on Outbound Dock.

Achieved a 50% improvement in quality ratings form outbound audits.

Assisted with permanent division of Outbound Night Shift by facilitating training and labor planning.

During 2014 Peak Improved year over year Safety Record for Outbound Night Teams.

During Peak 2015 broke the single shift record for volume twice.

Teamed with Safety to Develop Safety Protocols for New Very Narrow Ailes Racking.

Operations Manager

Land O’ Lakes, Carlisle, PA, 01/2014 – 09/2014

Directed production department for the largest fluid milk balancing plant on east coast. Developed operational policies and drove process plans to deliver superior quality and outstanding output of dairy production. Controlled departmental and capital expense budget. Oversaw five Production Supervisors, four direct reports, and over 200 hourly employees. Outlined production schedules and defined staffing requirements to comply with strict quality control procedures. Enforced professional development with coordination of coaching, mentoring, and training programs as well as evaluations and merit reviews. Supported Quality Department with regulatory and third-party audits.

Selected Contributions:

Completed Lean Six Sigma Trainings to include Toyota Kata.

Improved Through Put and Raw Truck Turn Around by 20% thus reducing labor cost by 3%.

Established new Streamlined Standard Operating Procedures and Control Forms achieving an 8% Reduction in Material Yield Losses in butter packaging operations.

Completed two Major Equipment purchases and startups to increase building capacities by 30%.

Achieved new plant production records while reducing plant lost time by 40%.

Achieved Level 3 Hazzard Analyses Critical Control Point Certification with Distinction.

Coached and supervised 4 direct reports and over 200 hourly employees.

Interim Plant Manager

Land O’ Lakes, Carlisle, PA, 07/2013 – 01/2014

Fulfilled operations and plant management duties by planning daily operations to meet business and customer needs. Managed production output and product quality with $14M capital budget as well as seven department heads and 350 employees. Allocated resources effectively to deliver optimal results regarding staffing, safety, P&L, and material yield. Collaborated with seven department heads on continuous improvement plans for quality, warehouse, production, maintenance, and wastewater treatment.

Selected Contributions:

Managed 7 departments with 9 department managers responsible for over 350 hourly employees.

Added $1.2 Million to P&L.

Improved Loss Time Injury Rate by 35%.

Operations Manager

Land O’ Lakes, Carlisle, PA, 08/2012 – 07/2013

Directed production department for the largest fluid milk balancing plant on east coast. Developed operational policies and drove process plans to deliver superior quality and outstanding output of dairy production. Controlled departmental and capital expense budget. Oversaw five Production Supervisors, four direct reports, and over 200 hourly employees. Outlined production schedules and defined staffing requirements to comply with strict quality control procedures. Assist Quality Department with regulatory audits. Reenforced professional development with coordination of coaching, mentoring, and training programs as well as evaluations and merit reviews. Ensure adherence to strict quality control procedures and supported Quality Department with regulatory and third-party audits.

Selected Contributions:

Reduce Material yield losses by 6%.

Improve stick butter production an average of 14% per shift with the development of new training routines for operator training.

Develop system to reduce truck wait time when plant volumes are high and increase equipment efficiency when volumes are low.

Improve communications between the site and external resources such as milk dispatch, operations, and procurement to leading to an increase in operational efficiency and reduction in down time of 15%.

Production Manager / Supervisor

Michigan Milk Producers Association, Ovid, Michigan, 02/1999 – 08/2012

Steer and direct manufacturing operations that generated over $200M in annual sales for the 11th largest fluid milk balancing plant in the United States. Developed operational policies and drove process plans to deliver superior quality and outstanding output of dairy production. Controlled departmental and capital expense budget. Oversaw nine Production Supervisors and over 150 hourly employees. Outlined production schedules and defined staffing requirements to comply with strict quality control procedures. Implement coaching and training programs to develop staff, facilitate efficiency, and improve performance. Oversee scheduling and training of plant personnel. Assist Quality Department with regulatory audits. Establish productions schedules, define staffing requirements, and implement optimized procedures. Ensure adherence to strict quality control procedures.

Selected Contributions:

Maintained full operations during a $62M two-year plant expansion.

Plant awarded Dairy Foods 2010 Plant of the Year award.

Improved productivity 40% with only a 10% increase in labor costs.

Established new plant records for no lost time accidents.

Collaborated daily with sales personnel to identify customer requirements and ensure highest level of satisfaction.

Saved over $10,000 in training costs by consolidating lessons and increasing internal education.

Received HAZWOPER certification and lead 5 teams.

Worked with 3P vendors to improve appearance of product labeling at no cost to the company.

Reduced packaging costs by 5% through improved vendor selection process.

EDUCATION AND TRAINING

Master of Business Administration with double major in Leadership & Human Resource Management

BAKER COLLEGE CENTER FOR GRADUATE STUDIES – Flint, Michigan

Summa Cum Laude (4.0 GPA)

Bachelor of Business Administration in Business Management

BAKER COLLEGE - Owosso, Michigan

Summa Cum Laude (4.0 GPA)

United States Marine Corps

Warrant Officer Basic School

Various Combat awards, Multiple Leadership Courses, Finance Officer

Professional Development

Dale Carnegie Training – Lean Six Sigma Courses (Yellow Belt) - Various Military Leadership Courses - First Responder – Level III HACCP - Certified in CPR and First Aid – HAZWOPER trained – Non-Sort Flow Training - Making Great Hiring Decisions

Contact this candidate