PATRICK ST. PIERRE

**** ****** **** **. ******, Oh 45102 • 513-***-**** • adruaw@r.postjobfree.com

MULTI - PLANT LEADERSHIP – PRODUCTION, ENGINEERING, MAINTENANCE, AND FACILITIES

EDUCATION

MBA Xavier University

BS Degree in Marine Engineering Maine Maritime Academy

Six Sigma Green Belt Certified Milwaukee School of Engineering

PROFESSIONAL EXPERIENCE

ST. BERNARD SOAP COMPANY 2020-2022

Contract manufacturer of Bar Soap, operating continuously for over125 years

Maintenance Manager

Oversee Maintenance Department of 70+ people. 3 direct reports.

Directed the reliability program and initiatives.

Developed KPI’s and daily performance review.

Lead troubleshooting, RCFA and FEMA cross functional teams and task forces.

Monitored and managed a repair and maintenance budget of $11 million.

Managed daily, down day and annual down preventive, predictive and repairs

Developed storeroom KPI’s and reporting. Engineered design out solutions.

WORNICK FOODS 2018-2020

Designs, develops, and delivers individual and group feeding rations to militaries around the globe

Director of Technical Services - Engineering, Maintenance, and Utilities (2019-2020)

Led Technical Service & cross matrix organization with 2 manufacturing and 1 warehouse site overseeing, TPM, and maintenance departments including a $10M budget and $5M capital spend.

Oversaw multiple department organization with a team of 4 direct and 72 indirect including employee development.

Development and execution of capital projects, TPM systems, continuous improvement programs and SPC.

Managed $5M capital plan and developed 5-year strategic master investment plan.

Refocus of maintenance team on RCM, PM program, implementing the correct KPI's and management process. Improving completion percentage YOY 10% directly improving attainment - 2019 was the best revenue and EBIDTA in company history

Developed compensation system for technicians to match current market trends.

Senior Manager TPM and Continuous Improvement (2018-2019)

Introduced TPM and world class reliability system and processes.

Executed implementation of key processes to drive immediate improvement

ADVANCEPIERRE FOODS 2016-2018

Manufactures pre-portioned, ready-to-cook, and fully cooked beef, pork, veal, chicken and turkey products. Cincinnati, Ohio.

Director Engineering, Maintenance & Facilities

Lead and Drive Maintenance processes, systems and result for 3 manufacturing sites

Oversaw Maintenance Departments with a budget of $10M in 500,000 lb/day meat forming plant. Direct the reliability program and initiatives and manage a team of 3 direct and 22 indirect.

Lead RCA and FEMA cross functional teams and Kaizen task forces.

Developed reliability plans for assets – identify “bad actors” implementing improvement plans.

Developed focused KPI’s and implemented performance management process.

Redirected Engineering team and capital plan – focus on yield, inedible, and quality for $8mm plan to focus on EBITDA.

Managed capital improvements and productivity projects by getting pricing, setting up contractors, and getting work completed.

KELOGG’S BAKERY 2010-2015

Manufacturer of commercial bakery products

Operations Manager

Managed a team of 140 employees in a 24/7 plant maintain appropriate staffing levels to ensure all productivity and cost goals.

Developed standard operations policies and procedures and facilitated on-the-job and leadership training.

Coached operations team leaders and built job skill and leadership capability throughout organization.

Analyzed data to improve production systems, work processes, and costs.

Developed and drove utilization of Standard Operating Procedures (SOPs)

Promote safety engagement at the floor with behavior focused activity “STOP”, LOTOTO audits

Engineering, Maintenance, & Facilities Manager

Managed the safe maintenance of the plant and machinery at maximum reliability while managing a team of supervisors and mechanics.

Developed Capital Pipeline to maintain low cost position – lowest cost per kilo in network Packaging upgrades and automation

Implemented reliability maintenance program and PSM systems for the plant.

APPLETON PAPER 2008-2010

Producer of carbonless and thermal papers and a broad range of coated papers.

Sr. Staff Mechanical Engineer / Project Manager

Recruited to expand company capabilities through conceptualizing, planning, budgeting and executing major capital priorities including directing projects valued at up to $100 million.

Coordinated engineering and operations asset process improvements and execute continuous improvement strategies using Lean, Six Sigma, quality control tools and TPM philosophy.

Worked with business unit developing NPV for asset investment to improve weighted average cost of capital.

Implemented Lean and Six Sigma participation projects to reduce winder scrap.

Reduced significant waste through implementing roll cooling for gravure roll in coating application.

INTERNATIONAL PAPER 2007-2008

Global leader in paper and packaging products; $20 billion in sales, 50,000 employees.

Maintenance Manager

Oversaw Maintenance Department of 600 tpd mill. Directed the reliability program and initiatives.

Lead troubleshooting, RCFA and FEMA cross functional teams and task forces.

Monitored and managed a repair and maintenance budget of $3 million, including 5 direct and ### indirect reports.

Managed daily, down day and annual down preventive, predictive and repairs and the critical spare program. Developed MTBF reporting. Engineered design out solutions.

CARAUSTAR INDUSTRIES 1999-2006

One of North America’s largest integrated manufacturers of 100% recycled paperboard and converted paperboard products.

Plant Manager (2003-2006)

Managed entire plant operations including a P&L responsibility of $35 million and leading a team of five direct and 125 indirect union reports.

Reduced waste and improved cash position utilizing Lean manufacturing principles, i.e.: reduced working capital requirements through implementing innovative inventory control, eliminated a core cutter job by creating a cell work environment on the dry end, and moved equipment to centralized area. Effective supply chain management change.

Achieved unprecedented tonnage production for site (300+ tons/day), significantly increasing incremental profits.

Provided joint union and management team leadership; results included improved labor relationships.

Engineering, Maintenance, and Utilities Manager (1999-2003)

Oversaw five direct reports and 30 hourly personnel for capital, maintenance and facilities/utilities areas

Directed all energy purchasing, contracts and conservation programs. Managed all environmental permitting, reporting and compliance; EPCRA, SARA, SERC (bulk storage of hazardous materials, TITLE V, MSD) water-reclamation and spill prevention.

Managed extensive capital improvements improving bottom line profitability –PLC control installations and boiler repairs, DCS upgrade, electrical distribution and transformer installation, water treatment equipment, extractor press, suction primary press and 1st main press installations with complete machine alignment.

Supported existing work groups in creating/updating master maintenance plan for steam systems. Oversaw two major boiler overhauls including retubing of one boiler, and a 5-year inspection overhaul of a 4-meg turbine generator.

Introduced the Dupont STOP program to maintenance department resulting in 24 months of no injuries.

Developed and implemented an audit team composed of a cross section of

Introduced laser alignment equipment and techniques. Managed extensive redesign of steam and condensate pipe layout and installation upgrades. Developed facility 10-year roof plan, including upgrades to protected membrane roofing system.

15+ Years Manufacturing Leadership Background

Multi-Plant Operations, Engineering, Maintenance, Fac

Full P&L, EBITDA, and CAPEX Management

Organizational Management – upwards of 130 employees

Cost / Overhead / Labor Optimization

Lean Manufacturing / Reliability Centered Maintenance

Strategic Planning and Change Management

Implementation of PSM and Safety Initiatives

Quality Control, Statistical Process Control Programs

Lead/Supported Capital Projects up to $100M Expansion

Development of KPIs and Departmental Standards

MS Office, AS400, Maximo, Champs, and ERP Solutions

Key Achievements

Increase overall PM completion rate to 70%

Significant improve in order completion

Increase CMMS utilization

Key Achievements

Increase attainment through reliability improvements by decreasing

downtime over 30%

CoLed a cross functional team to implement Wornick Operating System using lean manufacturing principles leading to improvements

in attainment of 5+%

Key Achievements

Reversed safety trend to world class level - <1 TRIR• 0 LTI

Process center lining – reduce

scrap 3.2% to 1.58%

Key Achievements

Utilized Six Sigma methodology to improve raw stock moisture profile, resulting in improvement in raw stock moisture and an annual energy savings of $250,000

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Lead a $22 million shoe press upgrade resulting in 12% speed increase and in developing new warehouse storage capacities and fire protection capability

Key Achievements

Increased manufacturing efficiency to levels in line with world class operations (94%) increase margin 10+%

Key Achievements

Collaborated with Division Manager and Plant Manager to create an 11% increase in efficiency through reliability, energy conservation & capital improvements

Improved throughput 185 tpd to 230 tpd increasing margin 10+% resulting in 12% speed increase and in developing new warehouse storage capacities and fire protection capability

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