Vice President of Manufacturing

DARIN LUNDBERG

Hermantown, MN 518-***-****

*************@*****.***

EXPERIENCED OPERATIONS PROFESSIONAL

Dynamic leader with 18+ years’ experience directing operations in manufacturing facilities across various top market industries. Spearhead productivity initiatives and execute lean strategies with consistent, notable, long-term results. Data-driven critical thinker skilled in cross-departmental collaboration. Proven ability to exceed profit targets, prioritize quality, and improve operational safety. Keen communicator and seasoned manager who can introduce new procedures and motivate teams. Long track record of successfully cutting costs and identifying opportunities for optimal growth. Looking to leverage wealth of experience in senior-level executive position. Areas of expertise include:

Lean Manufacturing

Plant Management

Lock & Tag

Site Optimization

Quality Assurance

Staff Training

P&L Accountability

Process Improvement

Data Analytics

Financial Oversite

Root Cause Analysis

Kaizen

Safety Control

Product Launch

MS Office/ERP

Career Experience

AMSOIL Inc.: Superior, WI

Privately owned manufacturer of synthetic lubricants used in a wide variety of consumer and business environments.

VICE PRESIDENT of MANUFACTURING: October 2022 to Present

Team Size: 7 direct and 87 indirect

Responsible for leading manufacturing and maintenance operations across multiple buildings and two

manufacturing locations. Led implementation of Lean Manufacturing practices such as 5S, Visual

Management, GEMBA, and Kaizen. Effectively led improvement projects focused on safety and capacity to

ensure the organization is ready for rapid organic growth and expansion through acquisition.

Oversaw projects leading to a 20% improvement in throughput on the high-speed packaging line, and 10% improvement across all manufacturing operations.

Responsible for introducing and implementing Behavior Based Safety program throughout site and remote operations.

Implemented new safety processes such as Behavior Based Safety, leading indicator reporting, and enhanced PPE requirements across all locations.

Led integration and operations improvement activities at acquired locations to support our Industrial Sales division.

Launched a Second Shift to meet a rapid increase in un-forecasted demand.

Personally conducted training sessions for site leadership team on root cause analysis, 6S, and visual management basics.

Radienz Living: Pittston, PA

Private equity owned manufacturer of home cleaning and personal care products, specializing in branded and co-manufactured items.

DIRECTOR of OPERATIONS: April 2021 to October 2022

Team Size: 11 direct and 300 indirect

Lead all aspects of manufacturing, warehousing, and order fulfillment at the Pittston, PA greenfield site. Meet P&L targets and production requirements including order fulfillment and QA/QC functions. Oversee implementation of standard business practices, designed to displace a culture based on tribal knowledge. Support installation and startup of new production lines to the facility.

Key Accomplishments:

Revamped the production planning process for the site, so that all stakeholders would understand the shared resources and conflicts.

Established visual management and daily huddle meetings to support all aspects of site operations. Led development of metrics to support this visual management, with clear goals and expectations.

Drove implementation of engineering and safety review, prior to moving equipment from other facilities. This was a major gap when the facility was initially opened, with equipment from facilities slated for consolidation.

Personally conducted training sessions for site leadership team on root cause analysis, 6S, and visual management basics.

Royal DSM: Nutritional Products, Schenectady, NY

Dutch based publicly traded (European Stock Exchange) manufacturer of food ingredients, engineered plastics, polymers, and medical devices.

SITE DIRECTOR: June 2019 to April 2021

Team Size: 9 direct and 200 indirect

Manage Schenectady site and offsite warehouse with 180 employees, revamping major North American manufacturing center. Meet P&L targets and production requirements including order fulfillment and QA/QC functions. Primary representative for corporate interface and main point of contact for all site concerns. Advance new production standards and hire site leadership. Conduct root cause analysis and introduce site production improvements.

Key Accomplishments:

Collaborated with regional product quality team to increase quality by 4.1% between Q4 2019 and Q1 2020 (93.8% to 97.9%).

Oversaw implementation of Behavior Based Safety program that led to over one-year injury free operation.

Increased average productivity rate by 28% between Q4 2019 and Q1 2020.

Oversaw site capital expenditure projects during turnover of Reginal Manager position.

Led efforts that resulted in a 15% improvement in annual employee engagement survey score.

Royal DSM: Food Specialties, South Bend, IN

Dutch based publicly traded (European Stock Exchange) manufacturer of food ingredients, engineered plastics, polymers, and medical devices.

DIRECTOR OF PRODUCTION AND SITE OPERATIONS: April 2017 to June 2019

Team Size: 6 direct 35 indirect

Directed production and operations for South Bend site. Supervised 35 employees, implemented second shift production, and oversaw installation of equipment valued at $600K. Served as corporate liaison and site point of contact. Boosted site moral and initiated continual improvements to personnel.

Key Accomplishments:

Led Gemba Walks and improvement sessions for hygienic design of existing equipment, creating 27% improvement in “first time right” production of products.

Promoted from Director of Production and Site Operations to Site Director in 2019.

United Conveyor Corporation, Mishawaka, IN

Privately owned designer and assembler of ash handling and removal systems for coal fired power plants.

PLANT MANAGER/SITE MANAGER: AUGUST 2016 to April 2017

Team Size: 8 direct and 35 indirect

Steered assembly and warehouse operations for major coal power industry product supplier. Oversaw 8 direct report employees and 35 hourly bargaining unit members. Revamped assembly with 5S guidelines, improving workflow and lowering reaction time on build-to-order assemblies. Led change efforts, improved methodologies, and cultivated leadership within plant personnel.

Key Accomplishments:

Utilized data analytics to implement new production standards throughout all warehouse operations. Resulted in 21% increase in productivity during first month.

Successfully negotiated collective bargaining agreement. Froze current wage rates for the first three years of contract with 2.8% increase in years four and five.

Harman International, Elkhart, IN

Publicly traded designer and manufacturer of home, automotive, and professional grade audio systems.

PRODUCTION OPERATIONS MANAGER: 2014 to August 2016

Team Size: 4 direct and 79 indirect

Oversaw multi-shift production manufacturing facility. Managed 79 direct labor associates, 4 supervisors, and 3 technicians. Held tier accountability meetings to identify opportunities for improvement. Conducted Gemba Walks to determine weaknesses in the 5S program.

Key Accomplishments:

Raised manufacturing performance from 75.7% in FY 14 to 95.8% in FY 16, implementing continuous advancement to right-size department headcount.

Collectively achieved $2.38M in cost savings, surpassing initial target of $1.5M in FY 15.

Supported facilitation of 3 week-long Kaizen workshops for employee training.

Reduced footprint of manufacturing operations by 31.5%, making room for new business ventures.

ARAMARK UNIFORM SERVICES, Toledo, OH / South Bend, IN

Publicly traded service company specializing in uniform and linen rental, stadium concessions, and food service.

PLANT MANAGER: 2010 to 2014

Team Size: 5 direct and 86 indirect

As Plant Manager in Toledo, 2010-2011 - Led clean room operations and facilitated shift from industrial to service-based plant. As Plant Manager in South Bend, 2011-2014 - Managed production facility overseeing 86 direct labor associates, 3 supervisors, and 2 managers. Introduced lean management operating systems including tier accountability meetings, leader standard work, and succession planning. Built productive labor relations with unionized workforce and serviced depot locations around the Midwest.

Key Accomplishments:

Doubled plant volume and revenue in 2011.

Reduced electricity, water, and natural gas consumption by 8%.

Stabilized costs and staffing levels during 20% increase in volume.

Sustained one of the highest hourly-production rates in the Aramark organization.

Established procedures for processing large casino hotel, increasing volume by 17%.

Drove lean manufacturing initiatives resulting in 25% improvement in throughput.

Aramark Uniform Services, South Bend, IN

Publicly traded service company specializing in uniform and linen rental, stadium concessions, and food service.

PRODUCTION MANAGER TRAINEE/PRODUCTION MANAGER: 2007 to 2010

Team Size: 3 direct 2 indirect

As Production Manager Trainee, 2007-2008 - Instructed staff in all areas of market center, oversaw multiple production departments, and completed Production Management 1/Target Selection training. As Production Manager, 2008-2010 – Headed 3 supervisors and 92 direct labor associates.

Key Accomplishments:

Reduced plant costs by 1.7% and direct labor by 0.4% from 2007 to 2008.

Kept plant costs 2.3% below budget in 2008.

Additional Experience

PICKING DEPARTMENT SUPERVISOR: 2004 to 2005 – Tech Data Corporation, South Bend, IN

PRODUCTION SCHEDULING MANAGER: 2005 to 2007 – Mossberg & Company, South Bend, IN

Education

Master of Science in Leadership

Walden University, Minneapolis, MN

GPA: 4.0

Bachelor of Science in Organizational Leadership and Supervision

Purdue University, West Lafayette, IN

GPA: 3.0

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