Operations/Plant Manager

THOMAS G. ELIE

*** ****** **** **., *********, MA 01085 413-***-**** ******@*******.***

DIRECTOR OF OPERATIONS / MANUFACTURING

Consumer Products Manufacturing / P&L / Continuous Improvement / Compliance / Fortune100

Supply Chain / Startups / MRPII / Root Cause Analysis / GMP / Training & Development / SAP / LEAN

I drove LEAN manufacturing at Procter & Gamble, building new work processes and implementing efficiencies that cut costs and boosted production. Additionally, I turned around an underperforming manufacturing facility, creating two shift operation and establishing superior quality and efficiency levels. Directing large teams and budgets, I ensured on time delivery, innovation and customer satisfaction. My strengths include:

 Turning around underperforming operations

 Implementing LEAN manufacturing processes

 Streamlining operational efficiencies, saving time and money

 Directing facility move, retaining 100% client base

 Improving client processes, securing future business

Key Skills: Strong and flexible team builder and mentor. Hands on manager. In-depth technical knowledge. Proven leader and manager. Excellent negotiator and problem solver. Reputable and highly focused. Strategic tactician. Consistently deliver top performance and superior results. Change agent. Commitment to excellence.

M.S., Business, Husson College. B.S., Plastics Engineering, University of Lowell.

SELECTED ACCOMPLISHMENTS

Turning around underperforming operation. Situation in QPSI corporate headquarters was chaotic. Tasked with bringing operations in line with corporate expectations and restoring customer confidence. Developed universal production schedule, assigned accountability to department managers, and instituted new training programs. Doubled on time completion and cut overtime 50%.

Reducing unplanned changeovers 75%. Lack of production schedule tool made for unplanned changeovers 3 times per week. Developed team to create tracking system showing all 29 lines, products run on each line, daily run rate, scheduled quantity and expected number of days for each run. Saved expense of new tracking software from vendor with company-wide implementation.

Successfully moving operations. Scheduled plant closing required transition from MA to NJ. Led project to ramp down MA operations while setting up operations at new site. Developed project plan to encompass all equipment and material transfers. Retained all customers, achieved production transition within eight days and system validation in three days.

Implemented customer satisfaction tool. Webco’s on time delivery lagging and customer morale low. Developed and implemented system to predict start dates, and provide production, quality, inventory and planning information to customers. Increased customer confidence in Webco, securing additional major accounts.

CAREER HISTORY

Operations Manager, Webco Chemical Corporation, 2008 to Present. Recruited to direct production and material planning, human resources, quality management, shipping and receiving. Manage $17M budget and staff of 90.

Plant Manager / Operations Manager, Quality Packaging Specialists International, 2004 to 2007. Recruited to manage manufacturing transition and operations, leading facility with 350 employees and $8M budget.

Procter & Gamble, Tambrands Division, 1986 to 2003

Consistently promoted through positions of increased responsibility including, but not limited to:

• Contract Manufacturing Manager, 2001 to 2003. Planned and managed customized secondary and primary packaging at Contract Packaging companies.

• Demand & Supply Leader for SAP Cutover, 2000 to 2001. Directed planning team to meet MRPII Class A requirements and ensure seamless cutover to Integrated Planning in SAP.

• Reliability Leader, 1998 to 2000. Developed and implemented reliability tracking system, cartoner changeover improvement program and Clean, Inspect & Lube (CIL) Program.

• Production Superintendent, 1990 to 1998. Managed planning, scheduling, safety, cost and personnel.

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