Plant Superintendent

Danny McKinney

Professional Experience

Plant Superintendent/interim PM McKinley Packaging March 2022—2024

Re-evaluated the current workforce in comparison to the amount of sales, reduced workforce to optimize to labor hour dollars.

Responsible for 85 hourly employees; 6 supervisors.

Reduces waste by3.5% through training and implementing processes.

ZERO injuries or recordable’s since I have been here.

We work 4, 10 hour days

Have made a 16.8% improvement for production.

Responsible for full P&L

Responsible for safety, quality, production, scheduling, and cost-cutting measures on a daily, weekly, and monthly performance.

Plant Superintendent/interim PM– West Rock, BOD, Fan Fold Battle Creek MI Dec 2020 –March 2022

Responsible for 58 hourly employees; 2 supervisors.

Responsible for safety, quality, production, scheduling, and cost-cutting measures on a daily, weekly, and monthly performance.

Increased production by 8% ytd

Reduced downtime 9.75 % ytd

Waste has dropped from 14.25% 11.5%

Developed training programs and sign off documentation for each position on the corrugator.

Reviewed machine and orders to develop improved processes to maximize machine production and minimize waste.

Cut MSF per labor dollar down from $3.75 MSF to $1.460 per MSF

Active member of the Safety Committee, Waste Committee, and Performance Committee.

Plant Superintendent —Pouchfill LLC, (Food and Beverage) Facility Permanently Closed

Daytona, FL Aug 2019—Dec 2020

Responsible for all aspects of production including safety, scheduling, manning the machines and temps when needed. Currently have 24 employees and 1 supervisor.

Total TIR was zero while plant was open.

Planning, and scheduling the blends and flavors of the juices

Training in blending room of the juices, along filling room process, then the packaging department for shipment.

Increased production by 17%; reduced waste by 20% by implementing process controls.

Took the facility from a one 10-hour operation to a 2, 8 hour shift production facility.

Corrugator Supervisor, 110” BHS corrugator —Heartland Sheets, Kansas City, MO Nov 2018 – Mar 2019

Responsible for production and safety for the 2nd shift

Training new employees

Hold meeting for performance and safety issues

Plant Manager—Strong Haven Container, Memphis, TN July 2017—Aug 2018 (Company closed)

Re-evaluated the current workforce in comparison to the amount of sales to msf and reduced work force to optimize msf to labor hours.

Reduced the MSF per labor down from $16.85 to currently $12.25 Per MSF

Production improvement for 485 MSF per day to 625 MSF per day

Made set-up reduction process and improved from 61 minutes to 21-minute set-ups.

Reduced the number of temps in the building and hired full time employees.

Production Manager—Central Florida Box, Orlando, FL June 2015—July 2017(company sold)

Responsible for all aspects of production including safety, scheduling, manning the machines and temps when needed. Currently have 30 employees and 1 supervisor.

Total TIR is zero while I was here.

Reduced the MSF per labor by 13% in the time at CFB

We do high end printing for Disney, Universal studios and Bush Gardens.

We do the scholastic book displays for the entire US and Puerto Rico.

Corrugator Supervisor, 110” BHS corrugator -Pratt Industries, Allentown, PA June 2014— June2015

Currently working with the 3rd shift corrugator crew on a 110-inch full-line BHS machine.

Reduced downtime by 8% in the first six months.

Increased production by 9% through training and accountability.

Currently waste has been trending downward position, down by 3/4% in 3rd shift.

There have not been any safety incidents since taking over in my position.

Process Improvement Manager 98” BHS corrugator--TimBar Packaging Corp, New Oxford, PA Dec 2013- June 2014

Currently working with the 3rd shift corrugator crew on a 98-inch full-line BHS machine.

Reduced downtime by 62% in the first six months.

Increased production by 12% through training and accountability. Currently running a 727 per minute average up from 639.

Currently waste has been reduced by .05% and trending downward.

There have not been any safety incidents since taking over in my position.

Production Manager—Valley Container, Bridgeport CT March 2013 –August 2 2013 Company downsized before bankrupt

Re-evaluated the current workforce in comparison to the amount of sales to msf and reduced workforce to optimize msf to labor hours.

Responsible for 46 hourly employees; 3 supervisors.

Msf per labor hour by 2.04% in the first quarter of employment.

113 x 66 Mitsubishi DRO 5-color rotary die cutter; new 113” Godfort; 2 flexo’s 38” and 50”; 80” Ward DRO rotary die cutter 5 color

Responsible for safety, quality, production, scheduling, and cost-cutting measures on a daily, weekly, and monthly performance.

Plant Superintendent – PCA, Jacksonville, FL June 2010 – March 2013.

Responsible for 65 hourly employees; 6 supervisors.

Responsible for safety, quality, production, scheduling, and cost-cutting measures on a daily, weekly, and monthly performance.

Earned the 2011 Most Improved Performance for a PCA plant.

Increased performance of the corrugators by 13.7% 2012.

Reduces overtime from 32% for 2010 down to 10.9% 2011, 12.5% 2012.

We have won the award from P.C.A for 10% quality performance for 2011.

Responsible for the installation and performance of the new 113” x 66” rotary die cutter and bundle breaker.

Reduced the T.I.R from 5.1 in 2011 to 2.12 for 2012.

Waste has dropped from 11.5% 2010 down to 9.7% 2011, 6.7% for 2012.

Reviewed machine and orders to develop improved processes to maximize machine production and minimize waste.

Saved money by converting waste from a 31” rotary shear waste by selling it back to a customer as filler for their containers. Every order of this was all profit each month.

Two 113 x 66 Marquip Ward United rotaries, One 2-color; One 3-color; 77 x 160” Jumbo flexo-folder, 2-color; 24” S&S flexo-folder-gluer; 38” flexo-folder-ward, 3-color; 58” 2-color, flexo-folder-gluer Ward

Active member of the Safety Committee, Waste Committee, and Performance Committee.

Corrugator Superintendent – Temple-Inland, Orlando, FL January 2009 – May 2010

42% improvement on production on the corrugator.

--Effectively improved production from 27,920 lfph to currently 39,546 lfph

--Returns are from 33,292 ppm to currently 2686 ppm

Implemented the Temple-Inland quality process.

To date, have reduced waste by 4% and still in a downward trend for 2010 in waste.

Brought in new starch company for improving quality and reducing starch consumption by .08%.

Rollstock inventory has improved drastically making end of month totals well under the acceptable allowance of Temple-Inland.

Taken over the scheduling of the hourly employees.

Plant Superintendent – Georgia Pacific Co, Bradford, PA June 2007- January 2009 (was recruited by former manager)

Implement best run settings and reliable methods on the 2 corrugators.

87”Langston fingered machine C &B flutes and a 98” Mitsubishi. 50c.

Started the accountability for managers in the facility.

Production has in increased by 3% in 2008.

Have become more efficient in production and reduce the amount of hours by 358 hours for the year and increased the production by 3% for 2008.

Have managed to keep our man hours per 1000 Sq ft in line with our goal during our slow period this year, 1.38 per msf.

Production Manager 98” BHS corrugator – Rock-Tenn., Athens, AL October 2004 – June 2007

Increased production by 30 % and decreased downtime by 50 %within 10 months

Went from 2 shifts running a total of 185,000 lineal ft. To 3 shifts now producing 285,000 lineal ft. per shift.

Order all tools and necessary supplies along with employee scheduling

Lead the plant from producing 2.5 million to 6.2 million sq. ft a day

Currently managing a 98” total BHS machine, top speed at 1304ft a min.

Increased the lineal per hour from 28,000 to35,250 per hour.

Reduced the starch cost in the plant though PM and implementing gap setting process for BRS ( best run settings).

Responsible for 68 hourly employees and ensuring that timecards are done correct.

Since taken on the plant manager roll we have had no lost time accidents and 2 recordable to date 03/2007-12/2007

Ensure that all supervisors are doing all the safety audits and safety talks weekly.

Shift Superintendent /Corrugator Supervisor/Corrugator Superintendent

International Paper, Putnam Ct, Kansas City MO, Houston MS 1998 – 2004

Traveled with International Paper CO implementing processes and training, increasing production in each facility.

Modified current P.M’s to fit the facility for scheduled maintenance downtime

Implemented cross training for the corrugator crews

Modified machinery to increase production and reliability.

Converting/Corrugator Supervisor – Weyerhaeuser Paper Co, St Joseph, MO 1984 – 1998

Set 3 records on the 80” rotary die cutter in the month of May

Lead my corrugator crew to a record breaking three day no down time, on the 4th day with only 3 min down time.

Programming and Software skills

KIWI, Kronos, Microsoft Office XP, Microsoft Windows® 2000,

Education

University of Phoenix AA degree in business management 2013

Business Management/Oral Communication Certificates from – Missouri Western State, St Joseph, MO 1991

High School Graduate – Lafayette High School, St Joseph, MO 1982

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