Operations Leader

PLANT OPERATIONS MANAGEMENT PROFESSIONAL

Visionary leader and highly capable change agent who consistently develops strategies to reduce operational costs, improve quality, and increase customer satisfaction by transforming strategic plans into workable actions.

Effective communicator and team builder, who identifies, develops, retains, and promotes internal talent and resources by preparing the organization in today’s rapidly changing market conditions.

Accomplished leader with vast industrial experience and a proven track record of achievements in advanced manufacturing operations design, implementation, and improvement.

EDUCATION

* Bachelor’s degree in organizational leadership from Ohio Christian University; GPA 4.0 (Summa Cum Laude)

* Currently pursuing an MBA in Organizational Leadership from Ohio Christian University.

KEY AREAS OF EXPERTISE

Business Development / Sales

FDA, NSF, cGMP

Six Sigma / Kaizen / Lean Mfg.

Strategic Planning

ISO-9001 / 16949 / 14001 / 13485

IQ-OQ, Validations, FAT

P&L / Budgeting / AOP

DFMEA, PFMEA, Control Plans, SPC

High and Low Volume Production

Capital Investment

Problem Resolution / CAPA

Automation / Robotics

Account / Project Management

Statistical / Capability Analysis

Coach, Mentor, Teacher, Leader

* Computer Skills: MS Office, MS Project, MS Visio, CAD, NetSuite-Oracle, SAP, Minitab, Adobe Pro.

WORK HISTORY / PROFESSIONAL EXPERIENCE

Director of Operations Primal Health LP (Health-Wellness / Nutritional Supplements) Oct 2023 - Present

Reporting to the VP/COO of Operations, responsible for providing operational leadership for a manufacturing site (total 110K ft2, $6M Sales) with direct oversight of 25 employees located in Plano, Texas. Responsibilities include, but not limited to management of (1) Manufacturing Manager, (1) Manufacturing Supervisor, (1) R&D Manager, (1) Quality Manager, (1) Estimator, (1) Buyer, (1) Master Scheduler/Project Manager, (2) setup technicians, (3) quality inspectors, (2) maintenance mechanics, (1) Supply Chain Coordinator, and (15) Production Associates. In addition, also responsible to ensure that effective measures are in place to provide for a safe work environment while also driving initiatives to continuously improve quality, cost, and delivery. Strategic management of production processes include batch compounding, bulk powders, liquid filling, encapsulation, tablet pressing, stick packs / sachets, and final packaging. Direct responsibility for the site’s P&L, continuous / lean improvement initiatives, business development / account management, capital investments, scheduling, strategic planning, operational metrics / KPI’s, and the development and execution of policies and procedures. Also responsible to provide strategic leadership as related to FDA, cGMP, NSF, and all other customer-specific compliance requests.

Achievements

Reduced overtime by 50% verses CY2023

Eliminated all contract labor converting to FTE within the first 60 days of my start date.

Established project tracking tool to reduce lead time and error rates.

Established master schedule with weekly validation to include one week firm and 3 week lookahead.

Instituted material review board (MRB) to prevent material losses due to expiration.

Improved customer relationships by utilizing feedback from NPS surveys.

Established KPI dashboard for month over month performance tracking.

Established continuous improvement program focused on cost saving.

Strategic sourcing efforts realized $500K in savings within the first 8 months.

Program Director BMSC (Contract Manufacturer, Health & Beauty Products) June 2020 – October 2023

Reporting to the CEO, responsible for providing operational leadership for one of four site programs (total 400K ft2, $300M Sales) with direct oversight of 70-80 employees located in Coppell, Texas. Responsibilities include management of (3) production managers, (4) production supervisor, (6) setup technicians, (2) quality inspectors, (2) maintenance mechanics, and (50) production team members. Also, responsible for ensuring that effective measures are in place to provide for a safe work environment while also driving initiatives to continuously improve quality, cost, and delivery. Strategic management of production processes include batch compounding, liquid filling, hot filling, and powder compression. Responsible for departmental budgeting, continuous / lean improvement initiatives, capital investments, scheduling, strategic planning, operational metrics and KPI’s, and development and execution of departmental policies and procedures.

Achievements

Successfully implemented a departmental 5s program and visual signaling system using Andon Lights

Reduced overtime by 50% and temporary labor by 30%

Improved OEE from 45% to 70% in first three months while increasing output efficiency by 50%

Successfully implemented SQCD (Safety, Quality, Cost, Delivery) Process

Improved employee morale, teamwork, and turnover by driving changes in the culture.

Head of Operations Baumann Springs (Coiling and Wire Forming; Auto & Medical) Jan 2018 – May 2020

Reporting to the CEO; North America, responsible for providing operational leadership for (2) manufacturing facilities (total 150K ft2, $150M Sales) with direct oversight of 140 employees (3 shifts) located in Grand Prairie & Fort Worth Texas. Responsibilities include management of (2) production managers and (6) production supervisors. Also, responsible for ensuring that effective measures were in place to provide a safe work environment while also driving initiatives to continuously improve quality, cost and delivery. Strategic management of all high- volume production processes which included: Coiling, heat treat, grinding, shot peening, assembly, painting, ultrasonic cleaning, and final packaging. Also responsible for facilities maintenance consisting of 3 maintenance mechanics. In addition, also responsible for departmental budgeting, continuous / lean improvement initiatives, capital investments, strategic planning, operational metrics and KPI’s, and development of plant policies and procedures.

Achievements

Initiated “Lean Principles” resulted in the following improvements:

Reduced overtime by 95% within the first 6 months

Initiated plant-wide 5s and program resulting in efficiency gains up to 30%

Reduced COPQ from $30k per month to $5K

Assisted in successful transition from ISO/TS-16949 to IATF-16949

Plant Manager ATCO Products (A/C & Power Steering Assemblies) Nov. 2015 – Dec. 2017

Reporting to the site General Manager, responsible for providing operational leadership for (2) manufacturing facilities (total 180K ft2, $12M Sales) with direct oversight of 220 employees located in Ferris, Texas. Responsibilities included: ensuring effective measures were in place to provide a safe work environment while also driving initiatives to continuously improve quality, cost, and delivery. Management of all high-volume production processes included: cutting, bending, crimping, forming, aluminum and stainless welding, induction brazing, atmospheric brazing, spot-projection welding, screw machining, milling, assembly, testing (helium, pressure decay, vacuum) and final packaging. Also responsible for facilities maintenance consisting of 4 maintenance mechanics and 1 electrical engineer. In addition, was also responsible for departmental budgeting, continuous / lean improvement initiatives, strategic planning, company metrics and KPI’s, development of plant policies and procedures.

Achievements

Initiating Lean Principles resulted in the following improvements:

Reduced overtime by 50% within the first 3 months

Initiated plant-wide 5s program resulting in a 25% reduction in WIP/FG inventory.

Increased process uptime 15-20% within the first 3 months

Improved on-time delivery (from 60% to 90%) in the first 3 months.

Instituted a TPM program for all critical processes to mitigate risk of downtime.

General Manager Reef Process Systems (Oil & Gas Equip. Design and Fabrication) Oct. 2012 – Nov. 2015

Reporting to the President and CEO, responsible for providing executive leadership (85 employees, 10 direct reports) for a multi-site operation (4) locations headquartered in Flower Mound, Texas. Responsibilities included oversight of: Accounting, Design, Purchasing, Sales, Manufacturing, Quality, Supply Chain, Electrical Services, and Construction Services. Fully responsible for P&L ($20M in Sales), operational budgeting, continuous improvement initiatives, strategic planning, new business development, company metrics and KPI’s, development of company policies and procedures, and talent acquisition. Ensuring effective measures were in place to provide a safe work environment while also driving initiatives to continuously improve quality, cost and delivery.

Achievements:

Increased sales by 40% in the first 12 months while growing the customer base by 30%

Launched a new business unit (Well Services Division) in the Permian Basin in 2012

Reduced company-wide inventory by 40% (eliminated blanket ordering; utilized KANBAN)

Increased product throughput which improved on time delivery (45% to 100%) in 2 months

Successfully lead the installation of a new centralized company business server in 2012

Led efforts to achieve ISO 9001:2008 and ASME/NBIC Pressure Vessel Certifications in 2011

Instituted standard work practices in field operations whereby reducing quality claims; 40-50%

Schaeffler Automotive (Wooster, OH) – Design / Manufacturer of transmission components and assemblies

Program / Project Launch Manager November 2007 – October 2012

Reporting to the Vice President of Operations, I was responsible for leading and managing project teams which included representatives from design, manufacturing, prototype, purchasing, quality, tooling, and testing. In addition, I was responsible for managing the project budget which required regular interface with cost controllers, department leaders, and senior managers.

Achievements:

Successfully launched Allison LCT Torque Converter four months before target date (2008)

Successfully launched Hyundai 10-speed Torque Converter six weeks before target date (2009)

Consistently came in under budget (10-15%) on all assigned projects 2007 – 2010.

Customer Quality Manager October 2003 – November 2007

Reporting to the Global Director of Quality NA, managed a team of customer quality and warranty engineers located in Wooster, Ohio. My team and I provided customer support for all new product launches and post launch troubleshooting. Also responsible for driving customer complaint resolution by initiating appropriate root cause / corrective action, championed all external quality metrics (KPI’s), championed all APQP-PPAP processes, statistical data collection, and internal auditing.

Achievements:

Implemented improvements which reduced warranty claims from 10/month to 2/quarter by 2007.

Improved customer satisfaction ratings (scale 1-10) from 4.0 average in 2003 to 9.5 in 2007

Eliminated (2) resident engineers resulting from quality / communication improvements made in 2006.

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