Plant Manager Business Administration

GEOFFREY L. MACK

Cell:678-***-****

Atlanta, GA 30038 Email: *************@*****.***

EDUCATION

Cardinal Stritch University - Milwaukee, WI

Master of Business Administration

Masters of Business Administration

Western Michigan University- Kalamazoo, MI

Manufacturing Administration (Industrial Engineering)

Manufacturing Administration (Industrial Engineering

EXECUTIVE SUMMARY

Manufacturing leader. 25 years of experience in manufacturing environments, driving change with startup and seasoned operations. Always striving for improvement, unwilling to accept there is not a better way. Delivering customer satisfaction through Six Sigma, Lean Manufacturing, and efficient utilization of people. Hands on manufacturing experience, working in team environments, and challenging and empowering others.

PROFESSIONAL AREAS OF EXPERTISE

Safety/Ergonomics

Six Sigma(General Electric)

GE-Greenbelt Certified

Lean Implementation

DMAIC Process

Kaizen Events

Poke-Yoke

Large & Small Assemblies

HVAC Manufacturing

Personal Protective Equipment(PPE)

Extrusion Manufacturing(PVC)

Powder Paint Process

Multi-plant relationship/interaction

Resolve Internal/External Issues

KPI Communication/Explanations

Pick Pack and Shipping

Profit Opportunity Generation

OTD improver

Design for Manufacturability

P&L Responsibility(Budgets)

1-3 Shift Operations

ISO 9000/OSHA/FDA/GMP

Multi-Language Environments

Start-up Environment//Brown field site

Process driver

Strategic/Results Driven

Roll-forming/Press Brakes

Chemical/Storage/Regulations

Expanding Manufacturing

Electronic Manufacturing

Employee COVID Protection

Employee Recruitment/Requirements

Apply Company Policies/Procedures

Warehouse Management System

Downtime reduction

Productivity Tracking

PROFESSIONAL HISTORY

Pelsis, Jackson GA 2024 to Present

Plant Manager

Create safety culture

Move business into profitability, drive PL through each department

Build relationship with sales team, accountability to budget

Manage direct labor as a % of sales, 20% or less per month target

Create standard work for all operations

Crate targets for manufacturing operations

24/5 of 3 site operation

Manage measurable and sustainable KPI’s

Manage P&L

Work on New Product Introductions(NPI) and New Business Development(NBD) opportunities abroad

SELECTED ACCOMPLISHMENTS

Reduced COPQ by 15%

Create flexible staff by cross-training

Team development and upgrades

Bridge gap between sales and manufacturing teams

Eliminate bottlenecks in shipping process for more trucking turns, 10% increase

Omnimax International, Duluth GA 2018 to 2024

Plant Manager

Develop people, day-to-day oversight of all operations

Build metric/deliverables driven organization

One-team culture/eliminate silos

Develop team with accountability as the foundation to success

24/6 operation of 2 site operation

Create measurable and sustainable KPI’s for all employees

Managed 4 P&L’s and deliver favorable monthly/quarterly results

Manage continuous improvement projects delivering 4% savings yearly

Work on New Product Introductions(NPI)

Draw conclusions, offer insights and solutions

SELECTED ACCOMPLISHMENTS

Reduced customer credits by 25%, generating $125,000 in savings

Right sized organization, reduced overtime by 20%

Managed P&L to identify waste in maintenance spend, freight, and contract employees

Increased picking lines for shippers by 25%, reduced overtime, and improved OTD 20%

TPCM, Lithonia GA 2017-2018

Engineering Consultant

Implement Lean Manufacturing Practices

Increase productivity of manufacturing processes

Develop standard operating procedures

Correct safety and regulatory activities

Work on New Product Introductions(NPI)

Work on cost reduction projects

Identify waste through labor and equipment utilization

SELECTED ACCOMPLISHMENTS

Created staging area for outgoing freight, truck load time decreased by 10%

Created matrix for NPI projects which streamlined integration into production

Developed training program which reduced safety occurrences by 12%

Reduced setup time by 15%

Bard Manufacturing(HVAC), Madison, GA 2011-2017

Plant Manager

Managed 200 employees – Operated with 20/30% Temporary associates

Managed > $9M budget

Control P&L, review results monthly with senior management

Inventory reduction/control

Ownership: Safety, HR, Engineering, Quality, Purchasing/Inventory, Shipping, Maintenance

Safety controls

Ergonomics

Quality enhancements

DOE/Root Cause Analysis

Team building

New Product Introduction(NPI)

SELECTED ACCOMPLISHMENTS

$750K in Lean Manufacturing savings

Reduced labor redundancies (-7FTE)

Scrap down by 10% YOY by proper material storage and handling

Time studies/Line balancing

Equipment uptime time improvement by 25% from 60% by implementing preventative maintenance program

Reduced operator wait time by 30%

OTD improved from 86% to 97%

CAR (Corrective action report) creation and closure – closed Car’s < 15 days from 45

Quality escapes to customer decreased by 15% by introducing quality templates and check gauges according to specifications

UTC-Carrier Transicold(HVAC), Athens, GA-VPP Site 2005-2011

Business Unit Manager(Bus & Genset)

Managed 3 manufacturing lines

Implementation of Lean principles

Kaizens

Implementation of Visual Factory through 5S activities

Cost reduction

Managed the forecast and budget for the business unit

Increased productivity and efficiency of the lines

Led manufacturing engineers, engineering technicians, and line supervisors

Developed a relationships with the sales team

SELECTED ACCOMPLISHMENTS

OTD increased by 3%, Safety occurrences down to 3 from a high of 10/Yr

Yield increased by 22% with implementation of automated test fixture

Implementation of new AGV technology for Genset Line, a first for Carrier

Paint damage decreased by 7% by adding padding and bumpers to corners of equipment

Key member of the Divesture Team to sell Bus HVAC – Presented information to buyers

Team leader of transition team to move materials and train staff when Bus HVAC was divested

GE Healthcare, Milwaukee, WI-VPP Safety Site 2000-2004

Production Manager/Engineer

Directed 72 employees

Deliver quality assemblies

Assets utilization

Solve and escalate employee’s concerns and issues

Provide coaching, develop competencies to improve growth potential

5S, Visual Management, Kanban systems

Value stream mapping

Lead Process Engineer 2000-2002

Assigned activities of 3 engineers

Evaluated and validated new equipment

Maintained existing equipment

Designed tooling that improved productivity

Responded to quality issues and instituted corrective actions

Created FDA guidelines

SELECTED ACCOMPLISHMENTS

Developed/purchased tools that reduced preparation time of parts by 50%

Circuit board defects down 20% properly adjusting wave solder perimeters

Productivity improved 10% by changing board make configuration

Six Sigma Green Belt Certified

Global liaison for non-US built assemblies

SPECIFIC EXPERINCES

DMAIC Projects

DMADV Projects

Kaizen Events

Validation and Design of Experiences Projects

Project management

Flux/No Clean flux

Tin/nickel solder/Lead free solder

Polyurethane

Release agents

Freon- R22, R134A, 410A

Automated guided vehicles

Motorized conveyors

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