Continuous Improvement & Operational Excellence Leader
Resume:
JONATHAN MAZE
Largo, FL
**************@*****.***
CONTINUOUS IMPROVEMENT & OPERATIONAL EXCELLENCE MANAGER PROFESSIONAL OVERVIEW
Results-driven Continuous Improvement and Operational Excellence Leader with over 15 years of experience driving operational efficiency, process optimization, and cross-functional collaboration within complex manufacturing environments. Demonstrates a strong track record of leading large-scale facility launches, implementing lean strategies, and delivering measurable improvements in productivity, cost, and quality. Skilled in managing technical teams, leading kaizen initiatives, and applying data-driven problem-solving techniques. Brings a hands-on approach to leadership and a deep understanding of lean manufacturing, value stream mapping, and engineering principles to support long-term business goals and operational excellence.
SKILLS
• Industrial Engineering
• Operational Excellence
• Project Management
• Lean Manufacturing
• Value Stream Mapping
• Root Cause Analysis
• Kaizen
• 5S
EDUCATION
B.S. Industrial Engineering
Oklahoma, University 2010
CERTIFICATIONS
Lean/Six Sigma Green Belt
Oklahoma, University
Lean/Six Sigma Fundamentals
Oklahoma, University
AIW Leader
Boeing Consulting
Lean Kaizen Facilitator
TBM Consulting
Project Management
Drive Consulting
WORK EXPERIENCE
SR. CONTINUOUS IMPROVEMENT ENGINEERING
Formulated Solutions, Largo 2025 – Present
• Delivered operational cost reductions totaling $2M annually through process optimization, automation initiatives, and resource reallocation.
• Partnered with executive leadership to translate organizational strategy into scalable operational initiatives, delivering measurable improvements in cost, quality, and delivery performance.
• Directed operational excellence programs using Lean, Six Sigma, and data-driven methodologies to streamline workflows and reduce waste across multiple departments.
• Led cross-functional teams to drive enterprise continuous improvement initiatives, aligning operational processes with strategic business goals and improving overall productivity by 25%.
• Implemented performance management/tier systems to monitor operational health, identify trends, and proactively address performance gaps.
CONTINUOUS IMPROVEMENT & ENGINEERING MANAGER
Hubbell, Oklahoma City 2022 – 2025
• Managed end-to-end execution of a $55M facility launch, including site selection, equipment commissioning, and startup of five value streams supporting $70M in new revenue.
• Hired, trained, and led a team of eight technical staff, aligning roles and responsibilities to meet startup and production targets.
• Created and delivered lean manufacturing training for over 500 employees, building a common framework for process improvement and daily operations.
• Led cross-functional kaizen workshops to streamline workflows and eliminate waste, increasing productivity by 75% in key process areas.
• Developed standard work procedures and visual management systems to support consistent execution and reduce operational variability.
• Coordinated with engineering and maintenance to optimize equipment layout, improve material flow, and minimize downtime.
• Improved line efficiency through takt time balancing, changeover reduction, and error-proofing strategies.
• Reduced inventory levels by 40% by redesigning pull systems and improving supplier delivery schedules.
• Introduced daily tier meetings and Gemba walks to support issue escalation, drive accountability, and maintain operational focus.
• Partnered with quality and compliance teams to address deviations, improve root cause analysis, and reduce response times by 60%.
CONTINUOUS IMPROVEMENT MANAGER
American Plastics, Jefferson City 2020 – 2022
• Led enterprise-level process improvement initiatives to align manufacturing operations with business goals and support the successful launch of a high-profile Amazon product.
• Implemented digital manufacturing tools, integrating IoT systems to enable real-time monitoring, improve equipment utilization, and reduce response time to production issues.
• Collaborated with IT, engineering, and operations to design and deploy data-driven dashboards, increasing visibility into key performance indicators and enabling faster decision-making.
• Launched cross-functional improvement programs to drive collaboration between departments, standardize best practices, and accelerate problem-solving.
• Built frameworks for continuous improvement that encouraged knowledge sharing across teams, resulting in more consistent performance and reduced variability.
• Developed training programs focused on digital workflows and lean principles, increasing team capability and engagement across all levels of the organization.
• Optimized end-to-end production processes through value stream mapping, root cause analysis, and implementation of corrective actions tied to measurable results.
• Partnered with product development and supply chain teams to ensure operational readiness and support demand scalability for new product introductions. CONTINUOUS IMPROVEMENT MANAGER
CFS Brands, Oklahoma City 2016 - 2020
• Built and sustained a strong continuous improvement culture by supporting cross-functional collaboration and leading operational excellence certification programs, achieving both bronze and silver level recognition.
• Applied SMED (Single-Minute Exchange of Dies) methodology to reduce equipment changeover times by 75%, significantly increasing machine availability and production flexibility.
• Guided production teams through lean principles and hands-on improvement efforts, resulting in reduced waste, improved line performance, and a major increase in employee engagement from 35% to 95%.
• Established structured problem-solving routines and daily management systems to drive accountability and reinforce process discipline across all shifts.
• Conducted workshops and on-the-floor coaching to develop team capabilities in standard work, 5S, and visual controls, contributing to a safer and more efficient work environment.
• Used performance metrics and operator feedback to identify process gaps, implement improvements, and track gains over time.
• Strengthened alignment between leadership and frontline teams through transparent communication and involvement in improvement planning.
OPERATIONAL EXCELLENCE MANAGER
Advance Pierre Foods, Enid 2013 – 2016
• Managed and maintained SharePoint database to track and report on over $3M in cost reduction projects across multiple departments.
• Conducted time studies to identify improvement opportunities, reducing startup time by 10–15% and optimizing resource allocation.
• Measured and tracked key performance indicators (KPIs) through weekly scorecards to monitor project progress and line performance.
• Developed and implemented capital expenditure requests for equipment upgrades and automation projects supporting cost and labor efficiency goals.
• Led line balancing efforts and waste reduction initiatives targeting material usage variance (MUV), inedible product, setup time, and labor inefficiencies.
• Executed headcount reduction projects through process redesign and automation without impacting output or quality standards.
• Delivered automation projects from concept through execution to improve throughput, reduce overfill, and support packaging efficiency.
• Ensured customer specifications were accurately maintained and updated in system documentation to meet 100% compliance.
• Oversaw successful bulk pack conversion project to support customer requirements and reduce packaging costs.
• Collaborated with cross-functional teams—safety, operations, maintenance, HR, quality, warehouse, and sanitation—to identify and implement continuous improvement initiatives.
• Led development, implementation, and control of Overall Equipment Effectiveness (OEE) tracking systems to improve visibility and drive performance.
• Trained and mentored plant personnel on lean principles, process standards, and improvement tools to build site-level capabilities.
• Shared and standardized best practices across four facilities, supporting cross-training and alignment of improvement strategies.
• Evaluated and corrected cost standards to ensure accurate financial planning and performance tracking.
• Participated in associate training and development committee to support employee growth and plant capability building.
• Conducted plant budget reviews and cost analysis to support strategic planning and financial decision-making.
• Provided safety recommendations and collaborated with EHS teams to implement process improvements and reduce risk.
• Led process efficiency projects from concept to completion, focusing on practical improvements that delivered measurable impact.
INDUSTRIAL ENGINEER
Spirit AeroSystems, Tulsa 2010 – 2013
• Led industrial engineering projects focused on optimizing production flow and increasing overall efficiency across multiple departments.
• Applied lean methodologies to identify and eliminate waste, resulting in significant reductions in touch labor costs and operating expenses.
• Implemented inventory reduction strategies, improving material turnover rates and reducing excess stock, while maintaining supply chain stability.
• Maximized throughput by optimizing production schedules, reducing bottlenecks, and improving machine and labor utilization.
• Managed scheduling processes to align production targets with available resources, improving on- time delivery and reducing downtime.
• Acted as the focal point for Foreign Object Debris (FOD) initiatives, ensuring compliance with safety and quality standards across the plant.
• Coordinated cross-functional teams to address and improve key operational challenges, driving continuous improvement in all areas of the business.
• Monitored and analyzed production data to implement corrective actions, driving sustained improvements in efficiency and cost management.
• Led and mentored teams on best practices in industrial engineering, lean principles, and operational efficiency, fostering a culture of continuous improvement.
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