*** ** ******** ** **** B. Heitmann Primary: 816-***-**** Lees Summit, Missouri 64064 https://www.linkedin.com/in/ericheitmann/ adxyvt@r.postjobfree.com

Dear Hiring Team and Hiring Manager,

My career is 25plus years in manufacturing, engineering, supply chain development, planning, and operations excellence. I have been trained in FDA 21 CFR Parts 820, 11, 201, cGMP, cGXP, HACCP, Advanced HACCP, SQF3000, ISO13485, ISO9001-2008 & 2015, TS16949, and Foreign Supplier Verification (FSVP).

I am an experienced travelling multi-site manager with a Lean manufacturing certification, International Mgmt. Certification, an MBA, and the hands-on experience you are seeking.

As a leader I believe strongly in giving employees ownership of their work and lead in a people, safety, quality, performance, and accountability mindset.

Examples of what we can accomplish together through Operations Excellence and Continuous Improvement

Strategic Planning: Authored multi-site strategies for CI projects, standardization, turnarounds, and market penetration and growth. Identified profitable acquisitions, start-ups, and diversification opportunities while facilitating negotiations for sales to fortune 500 companies.

Growth Performance: Increased unit supply to capture sales increases leading to new business division start-ups. Sales and manufacturing increased from $5.5MM/yr. revenue 2019 to $36.2MM/year within 11 months. Developed vertical integration plan that led to an additional $250k profit/yr. per site.

Profit Enhancement: Utilizing my unique ability to see opportunities from viewpoints of business and engineering, developed strategies that led to establishing zero-based financial analysis and loss recuperation metrics for manufacturing sites. Example: Single site results identified gains of $2M year 1, $1.4M year 2, and $1.2M in year 3.

Manufacturing & Engineering: Led several manufacturing and engineering initiatives through new product development, APQP, FMEA, PPAP, Validations (FAT, IQ/OQ/PQ), and supply chain development in the United States, Taiwan, China, Mexica, Canada, Netherlands, and Africa.

Career Progression: CAD Admin, Manufacturing Engineer, Project Engineer, Quality Engineer, new product development (NPD) engineer, Project Manager, Quality Manager, Program Manager, Plant Manager, Regional Quality and Operations Manager, Director of Quality, Director of Manufacturing, Entrepreneur.

I would appreciate an opportunity to have a discussion regarding the open position.

Best Regards,

Eric Heitmann, EMBA & Lean Mfg. Certified

404 NE Sapphire Ln Eric B. Heitmann Primary: 816-***-**** Lees Summit, Missouri 64064 https://www.linkedin.com/in/ericheitmann/ adxyvt@r.postjobfree.com

PROFILE

A seasoned hands-on plastics manufacturing leader whose experience and passions are aimed at operations, supply chains, manufacturing, engineering, and new business/divisional startups and turnarounds. This passion has led to delivering new business plans, exceptional metrics, large scale continuous improvements, including TPM, fully engineered products & processes, high performance teams, and a positive work culture.

BACKGROUND SUMMARY

Career history of accelerated advancement based upon performance, expertise, and results.

Directed business development (customer facing), operations, purchasing, logistics, finance, operating costs, labor/payroll, forecasts, and all P&Ls to annual budgets.

Providing leadership to Sr. directors, product and manufacturing engineers, sales teams, maintenance mgrs., operations mgrs. and supervisors, finance controller, and production personnel.

Regulatory: ISO13485, 9001-2008, GFSI-SQF Level III, NIOSH/NPPTL, FDA CFR 820. TS16949

International mfg. & supply chain experience: Taiwan, China, Canada, Mexico, Netherlands, Africa

Software & ERP systems: MS Office, MS Project, Smartsheet, CAD (ProE, Fusion), JDE, AS400, SAP

Int’l Business Management Certification from University of Maastricht, Netherlands

Lean manufacturing certified and experienced, Univ of MI, Ann Arbor

Executive MBA, Benedictine College

SKILLS

Operations / Supply Chain Development / Quality / Business & Plant turn-around / Team Development / LEAN manufacturing / Project Mgmt. / Continuous Improvement

E2 INVESTMENTS LLC.: Principal (https://www.e2.investments)

MANAGEMENT, CONSULTING, and PROFESSIONAL EXPERIENCE JUL 2016 to Present

Engage new and existing clients to conduct site assessments and regulatory audits. Work with clients to develop needs assessments and gap analysis. Present to clients and customers proposed recommendations and present action plans, project timelines, and potential financial gains. Develop performance-based contracts and engagement letters and initiate project readiness plans and weekly progress reports.

SHORE CAPITAL GROUP: 1 year contract (client) JUN 2022 to JUN 2023

Wet and dry mixed ingredients, seasonings, and consumer packaged good s (CPG)

Acquisition company in need of Operations Excellence management consultant. Manage newly developed teams and employees to create current state and future state VSM, CAPEX projects, process flow charts, equipment analysis and repair, process centerlines, SMED events etc. Drive a systematic culture change that leads to increased employee engagement and job utility. Identify and implement improvement that leads to 5% net overall financial improvement. Develop Quality Control data analytics and training systems.

PE GROUP: Multiple Company: Multi-year (client) contract AUG 2020 to Present

New company start-up Class II medical device manufacturing facility.

Acting Director of Operations & Business Development responsible for building the core business and business systems required to generate profits to Safe PPE USA Inc. through the import and distribution of certified imported goods (PPE and Medical devices). PPE MFG USA Corp, responsible for building all aspects of USA based manufacturing operations and ISO 8 clean room facility. Both companies launched on HubSpot

PLASTIKON HEALTHCARE: 1yr Term AUG 2019 to AUG 2020

New start-up division, Medical Device and Pharmaceutical manufacturer providing blow-fill-seal medical devices, injection molded medical devices, and pharmaceutical medicine with multiple packaging options.

Acting Plant Manager, responsibilities include but are not limited to development of organizational overhead, staffing plans and hiring, budgets & profit loss statements by department. Develop and report new statistical metrics and plant KPIs. Manage all production scheduling and capacity analysis to ensure product is manufactured within schedule. Lead teams to achieve plant production goals and objectives in a multi-product environment.

INTERNATIOANL SERVICES INC. –6-8wk client contracts DEC 2018 to AUG 2019

Sr. Business Consultant: Develop small business to corporate level systems and architecture through customized improvements derived from “current state” metrics that improve Net Profits. Provide high-impact and turn-around strategies to clients. Develop leading metrics and financial forecasts including cash-flow analysis needed by business owners. Work directly with financial institutions to warrant new business loans, B2B mergers and acquisitions, and/or extending new/existing lines of credit. Represent clients to banking institutions to secure funding for growth and/or turn-around.

VENUE SMART, LLC. – 2yr. term SEPT 2016 to DEC 2018

Nationwide event and venue ecology firm specializing in large scale and year-round services of over 50 locations, providing green and renewable/divertible event products and solutions.

Acting General Manager: Lead the complete business and financial turn-around of the firm’s 3 management systems Sales, Operations, and Finance. Six departments overhauled: accounting, operations, purchasing, human resources, and maintenance. Responsibilities also included the creation and management of annual budgets, sales & purchasing forecasts, Pro-Forma reports and performance variance.

CONSOLIDATED CONTAINER Co. Lenexa, KS. FEB 2015 to SEPT 2016

$1.2B Commercial injection (preform - PET), blow molder, and decorating manufacturer for the packaging industries.

Operations Manager and Regional Quality Manager 7 facilities

Responsibilities: Manufacturing plant turn-around in union shop. Implement line walks, HR X HR boards, shift-change reviews and standardized work aimed at eliminating losses and waste. Conduct daily, weekly, and monthly meetings with all employees. Provide regional leadership for 7 manufacturing facilities in the areas of EBITDA, COPQ and continuous improvement. Run Kansas based PET pre-from business unit.

PROFESSIONAL TRAINING AND CERTIFICATIONS

LEAN Manufacturing Professional Certification: University of Michigan – Ann Arbor

International Business Mgmt. – University of Maastricht, Netherlands

Certified Business Consultant – Chicago, IL

Enterprise Resource Planning (ERP) – JD Edwards, LX (AS400), SAP, Intuit QuickBooks

Six Sigma Root Cause Corrective Action / CAPA – Toyota, Denso Manufacturing Battle Creek, MI.

Appearance Approval Requirements (AAR Program) – Daimler Chrysler Detroit, MI.

Hazard Analysis & Critical Control Points (HACCP) Certification – International HACCP Alliance, Visalia CA

Advanced HACCP Certification – International HACCP Alliance, Cherry Hill, NJ.

Safe Quality Foods (SQF) Level 3 Certification – Safe Global Food Associates, Chicago, IL.

Design for Plastics - University of Milwaukee, WI. - Glenn Beall

EDUCATION

BENEDICTINE COLLEGE, Atchison, KS Executive Master’s Business Administration, EMBA ‘2016’

University of Maastricht, Netherlands Int’l Entrepreneurship and Business – Certification ‘2016’

University of Michigan, Ann Arbor, MI. Lean Manufacturing Certification ’2014’

Ashford University, Clinton, IA.: Bachelor of Arts Operations Management & Analysis ‘2012’

Escalating career and technical engineering details available upon request

(Mechanical CAD designer, manufacturing eng., design eng., quality eng., project eng.)

Accomplishments

404 NE Sapphire Ln Eric B. Heitmann Primary: 816-***-**** Lees Summit, Missouri 64064 https://www.linkedin.com/in/ericheitmann/ adxyvt@r.postjobfree.com

E2i Investments LLC.,

SHORE CAPITAL GROUP Jun 20200 to Present

Process Improvements = Cpk <0.5 to >1.0

Process Improvements = Developed new process centerlines and data collection systems

Cost reduction = Produced current state VSM that identified a reduction of lead times, cycle times, staffing headcount, and inventory / supermarket inventory levels though use of lead-time ladders and RCCA analysis.

Cost reduction = Machine throughput increase leading to $2.9M annual savings at existing sales amount

Cost reduction = 5% first pass yield increase. Led to $146,679 annual savings at existing sales amount

Cost reduction = CAPEX end of line automation leading to ~$700K annual savings at existing sales amount

Cost reduction = 1% material usage variance (MUV) leading to $160,000 annual savings at existing sales amount for just 1 location

Process Improvement and Cost reduction: Through SMED, reduced changeover times from 28 man/hours to 4hrs.

PE Group: SAFE PPE USA Inc. & PPE MFG USA, Corp.

Results: Achievements based on leadership, financial and medical regulatory acumen, project management, engineering and new product development experience.

Imported all manufacturing equipment and raw materials necessary for production start-up.

Assessed and audited all US based material manufacturers required for Berry compliance (MADE in USA).

Established pricing matrix, contracts, logistics, and payment terms.

Business Development: Secured new sales volumes to meet Q4 2020 and Q1 2021 goals

Design/built new manufacturing facility with fully functional ISO 8 clean room and laboratory

Interviewed and hired all operations and administration staff.

Purchased and implemented new 21 Part 11 electronic signature system

Generated company budgets, financials statements, and forecasts. Presented to corporate investment group on monthly reporting schedule

Successful submission of Class II Medical device 510(K) and NIOSH SAF for Air Purifying respirator

PLASTIKON HEALTHCARE

Results: Achievements based on leadership, hands-on engineering, financial acumen, Six Sigma problem solving, statistical problem solving, and converting KPI’s from lagging to leading metrics.

Implemented new work order maintenance systems and outside vendor contracts

Conducted monthly P&L reviews and profitability analysis by department, by product

Assembled and developed management team.

Purchased new and repaired key processing equipment, developed new processing parameters that resulted in manufacturing efficiency (OEE) of >45% to <91%

Eliminated all late orders and built to planned forecast. Resulting in new product awards from key distributors

Develop new business plan launching trucking division and sales lanes resulting in $250k/yr net profit.

Hired and developed formulation team to develop new mixing methods and formulations resulting in accepted product validations that resulted in the repair of previously failed product launches of 5 OTC drugs

Secured new business based on opportunity and the performance of the sales team; plant sales and manufacturing increased from $5.5MM/yr. revenue 2019 to $36.2MM/yr. within 11 months.

SENIOR BUSINESS CONSULTANT

Results: Provided client achievements through financial acumen, supply chain development and selection, business & operations planning, budgeting, new sales & marketing segments & strategies, management team development and training

$3,353,000 in newly accumulated net-profits across companies serviced

Developed business plans, budgets, and new organizational direction for clients.

Created sales training, new sales initiatives, and implemented Salesforce platform and metrics.

Develop purchasing programs, vendor rating system, vendor selection criteria and new contracts and pricing. Made significant improvements on cash conversion cycle and inventory levels

Developed marketing plans by margin matrix (contribution %) and leading metrics. Includes new social media, web design and traffic analytics

Developed or redesigned clients branding, logos, images, and business forms

Created new sales training, sales funnel tools and leading metrics

Improved customer responses, response timing, and relationships

Increased operations capacity, utilization, and efficiency through process engineering and revised product and tooling design

Fully developed accounting systems, financial statements, and weekly cash management tools (includes 13-week cash forecast)

VENUE SMART, LLC.

Results: Achievements based on financial acumen, sales, critical path, root cause analysis, process analysis & development, development of contracted services.

Aligned company ownership, sales team, operations teams, HR & employees, and sub-contractors with the new company vision/direction

Successfully launched Salesforce platform

Created financial stability by negotiating 45% of contracts from a 1yr to 3yr (w/option)

Increased annual growth rate from 10% to 35% with new sales and marketing campaign including use of Salesforce platform

Implemented new event budget approval process and purchasing program to align Job/Event BOM’s and costing reports to p&l statements. Result: real-time p&l by event and daily cash mgmt. tool

Significantly reduced all business operating costs leading to new gross and net profits

oAchieved 25% reduction in overhead and labor hours per event with new project planning kit

oSuccessfully negotiated reduction of workman’s comp insurance 44% per annum

oReduced fleet insurance cost 9% per annum and increased coverage after facing complete withdrawal of provider. Added DOT compliance and passed audit on first attempt

oTotal annual gain over previous year: Gross Profit 122.9% Net Profit 74.5%

Maximized profits percentages up to 33% from 4.7% per event, which allowed for all new workforce incentive program and equipment purchases supported by banking and approved lending institutions

Launched new HR policies, programs, and new paying internship opportunities.

Secured new lines of credit through banks based on past 16 months financial improvements

CONSOLIDATED CONTAINER Co.

Results: Led 5S and safety awareness events to reduce recordable incident rate (RIR) scores. Inherited “0” days safe to last recorded date of “220” or ~528,000mn/hrs.

Led teams to implement SPC inputs and routine maintenance programs owned by operators resulting in increased available uptime.

Improved plant-wide Overall Equipment Effectiveness (OEE) from 40% avg to 72% avg. Achieved by developing process “centerlines”, hourly reporting & escalation program aimed at first pass yield

Established Zero-Based Financial Analysis and loss recuperation metrics for 4th quarter 2015 and all 2016. Results led to the identification of potential gains through loss prevention of $2MM for 2016, 1.4MM for 2017 and an additional 1.2MM in 2018.

Created plant steering committee. Results equaled lowering direct labor costs from $.244/lb. to $.138/lb. and indirect labor $.324/lb. to $.216/lb. Achieved results through improved production efficiencies, balanced production schedules and resource planning.

ISO, SQF, and Customer audit scores averaged ~36%. 5 months after implementation of new programs, 3 customer audits new average rating of ~80%. IMS score 97%.

Decreased raw materials loss by creating a new warehouse layout that included, staging lanes, right-sized ordering, and production order kitting mechanisms. Converted incoming and out-going products to just-in-time (JIT) delivery schedules

Served as senior mgmt. representative for union grievances that resulted in fewer complaints and good moral. Accomplished with accountability of labor & management team to agreed contract

POLYTAINERS INC

Led teams through current-state mapping and VSM exercise aimed at data collection and ERP programs. Improved QOS efficiency by 45% in 6 months.

Implemented new production (statistical) monitoring system that assisted in a change in culture and operator-driven quality statistics. Moved data collection to point of use.

Brought to life SQF level 3 and ISO 9001-2008 systems compliance and certification.

Facilitated cross-functional teams to improve OEE which resulted in reduced customer complaints from 33/month to 6. Achieved an additional 50% reduction on internal complaints by end of 2nd quarter.

New initiatives drove change-in-culture mindset which reduced, then eliminated reject quarantine area.

Accomplished plant financial turn-around resulting in new corporate investments >$12MM for of all new thermoforming, decorating and in-mold labeling (IML) technologies. First cell launched in Jan 2014 and 4th cell August 2014.

BERRY PLASTICS CORPORATION

Drove and achieved the 2012 corporate goal of 30% reduction in customer complaints by developing focused improvement projects that were crossline implemented

Reduced the lost opportunity of customer complaint dollars of 2 plants by 50%, by increasing first pass yield and OEE

Re-engineered products and inspection tools & systems to align with GD&T requirements not previously identified

Re-engineered camera inspection stations and production tooling in response to several reject complaints in 2012. All corrections submitted to and approved by customer in December 2012. 0 complaints followed.

Initiating the on-site and weekly review program for all affected customer sites (30+ locations). Reduced customer complaint resolution time from 60+ days to 10days.

Initiating the implementation of the Ford Q1 model overall equipment effectiveness (OEE) measurement program. Further developed and implemented the MEEF and EFF calculations used today

Working with all engineering departments and corporate resources to implement Toyota and Lean based problem-solving tools and techniques to positively impact operations and financial bottom line.

oOEE peak gains = Availability from 56.58% to 92.37%, Performance Efficiency from 80.01% to 97.95%, Quality Rate from 50.25% to 96.11%. Overall running OEE average: from 47.73% to 78.35%

Deploying lean tools to further improve overhead by 33% and the re-allocation of key contributors by employee value

Providing leadership to create cross-functional teams to reduce customer complaints from 21 / month to meet corporate goal of 3 complaints per month.

Designing and implementing a reselection certification program that was approved by third party TS16949 process auditor. Coordinated product exchange program and reported weekly progress to key customers.

oBy increasing first pass yield we eliminated rework and recertification department.

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