Louis E. Wright

** ****** ****, **** ****, New York 12775

(H) 845-***-****

d1qvob@r.postjobfree.com

SUMMARY

· Operations professional with 29 years of proven success in beverage / cosmetic manufacturing and blow-molding.

· Skilled in simultaneously improving quality, increasing output, reducing lead times, improving customer satisfaction, improving margins and creating positive work environments.

· Experienced at leading, developing, and motivating teams within a diverse work force.

· Strong hands-on operational manufacturing background to focus on clear and efficient solutions.

· Excellent interpersonal, analytical and problem-solving abilities.

· Thrives on challenges while maintaining integrity, consistency and poise in any environment.

· Strong manager, confident leader, and strategic / tactical thinker, instrumental in driving the business forward, while constantly staying ahead of the competition.

· Significant “hands on” experience with Microsoft Office, Visual and SAP applications.

PROFESSIONAL HISTORY

SORENCO LABORATORIES – SALT LAKE CITY, UTAH. 2008 - 2009

Director of Plant Operations

Responsible for all production, maintenance, set-up, sanitation, pre-weigh and compounding in a facility with three (3) Cold/Hot Fill Juice production lines and six (6) Liquid Fill Cosmetic production lines. Achieved a 2008 actual production volume of 10MM units. Responsible for five (5) Department Managers, five (5) Department Supervisors and 200 overall employees.

· Reduced Direct Labor Staffing by 55%

· Reduced Direct Labor Cost / Unit by 22%.

· Well trained in the utilization of Visual.

· Reduced Fixed Labor Staffing by 35%.

· Reduced Fixed Labor Cost / Unit by 20%.

· Implemented 100% FDA Regulated Good Manufacturing Practices Compliance.

· Significant improvement in Operations Management and Process Ownership.

· Significantly improved relationships with existing customers and set the standard for relationships with new / potential customers.

· Developed and implemented a more consistent “Employee Training” process.

· Utilized Six-Sigma Tools to measure predict and improve performance.

· Attained “double digit” scrap reduction numbers.

· Worked closely with “Research and Development” to qualify potential customers and stay abreast of the latest technologies.

CADBURY SCHWEPPES BOTTLING GROUP – Houston, Texas 2005 to 2007

Plant Superintendent

Responsible for all manufacturing in a facility with five (5) production lines and achieved an actual 2006 volume of 26 MM+ cases. Responsible for 40+ employees.

· Overall Plant Production Efficiencies improved six (6) + % the last five (5) months of 2006.

· Partnered with Quality Control and Maintenance to develop and implement ingredient and raw material usage controls.

· Well trained in and the utilization of SAP.

· Developed and implemented improved / more accurate production reporting system.

· Re-designed Key Performance Indicators to provide more value added information / measurements.

· Reduced Manufacturing Labor by ten (10) % through revised job descriptions and minor engineering projects.

· Implemented applicable (value added) Management Operating System principles.

· Developed a “100%” Quality Awareness program within the plant.

· Developed and implemented Standard Operating Procedures for all “key” manufacturing processes.

· Introduced and implemented the beginning phases of the 5S Housekeeping, Cleaning and Organization process.

· Introduced a “Behavior Based” Safety Management Concept.

· Developed and communicated 2007 “Goals & Expectations” to all Manufacturing employees.

COTT BEVERAGES USA - Sikeston, Missouri 2003 to 2005

Plant Manager

Responsible for Production, Finance, Human Resources, Shipping / Logistics, Maintenance and Quality Control in a facility with three (3) production lines and a 2005 actual volume of 25 MM + cases. Responsible for 130+ employees.

· Managed 4.2 MM dollar new 2 Liter Production Line installation.

· Management Operating System Implementation. (World Class Manufacturing)

· Re-designed Key Performance Indicators to provide more value added information / measurements.

· Attained lowest Cost Per Case in Cott System.

· Began the implementation of Operator based maintenance.

· Attained 250 M savings in expenses 2003 actual vs. 2003 budget.

· Utilized Six Sigma Continuous Improvement Tools to reduce raw material waste by 20% (Six-Sigma / Lean Manufacturing)

· Attained lowest Accident Frequency Rate in Cott System.

SUNTORY WATER GROUP - Houston, Texas 1997 to 2003

Director of Operations

Responsible for as many as twenty (20) water processing/bottling-manufacturing facilities, including Production, Quality Control, Warehousing, Distribution, Fleet and Cooler Service/Refurbishing. Responsible for 300+ employees.

· Managed major production consolidation within the Kentwood Division to include a 4.1MM five (5) gallon installation and crate to rack conversion.

· Managed successful conversion to ORACLE Production Planning and Inventory Control systems.

· Lowered PET conversion cost per unit by 25% through improved planning, in-house line system changes and associate training requiring zero (0) capital investment.

· Worked with procurement and vendors to identify and utilize a reduced gram weight .5 liter bottle within the Suntory Water Group System. Significant savings were realized.

· Consolidated production requirements for six (6) manufacturing facilities to improve productivity and optimize costs.

· Managed Capital Expenditure Budget in excess of $30MM.

· Managed an Operating Plan in excess of $21MM.

· Reduced the Accident Frequency by 20% 2001 vs. 2000. Lost Time Injuries decreased by 25% 2001 vs. 2000.

· Reduced Associate Turnover by 21% 2001 vs. 2000.

· Negotiated reduced raw material and utility pricing.

· Successfully ceased manufacturing operations at the Indianapolis facility and consolidated volume out of the Chicago facility.

· Successfully represented company in defeat of a union organization campaign at the Elgin manufacturing facility.

· Developed “cross-functional” project teams to identify areas of cost savings and productivity improvements throughout the Midwest Division.

COCA COLA BOTTLING COMPANY CONSOLIDATED - Roanoke, Virginia 1991 to 1997

Operations Manager

Responsible for Production, Quality Control, Warehousing and Maintenance in a facility with an actual 1997 volume of 26-MM cases, 4 Production Lines and 136 packages. Managed 16 professional and 140 hourly personnel.

· Attained the lowest cost per case in the Consolidated System.

· Implemented a 100% conversion to plastic pallets.

· Sourced Consolidated System with 10 supervisory/management personnel.

· Developed on-the-job cross-functional training programs for supervisors and managers.

· Managed a 40% volume growth/expansion during 1994.

· Improved line efficiencies by 10+%.

· Managed $5+MM in Capital Projects

· Reduced the utilization of overtime by 50+%.

· Managed Raw Material/Ingredient yields favorable to budget by $250,000+.

· Attained lowest workman’s compensation costs in the Consolidated System.

· Attained a significant reduction in Consumer Complaints.

· Reduced employee turnover.

COCA-COLA ENTERPRISES - Hollywood, Florida 1988 to 1991

Plant Manager

Responsible for Production, Maintenance, Quality Control, Warehousing, Distribution with an average annual volume of 24 MM cases, 4 Production Lines and 70+ packages. Managed 13 professional and 130-140 hourly personnel.

· Managed the conversion from base-cup 2-liter PET to petaloid base 2-liter PET.

· Involved in the design, planning and beginning stages of installation of a new second can line.

· Sourced CCE System with 1 Plant Manager and 1 Production Manager.

· Organized and implemented plant safety committee.

· Attained improved Product/Package Quality Index ratings.

STROH BREWERY COMPANY - Memphis, Tennessee 1987 to 1988

Packaging Manager

Responsible for all Production, Packaging and Internal Sanitation in a brewery with a volume of 4MM barrels (72 MM cases), 11 Production Lines and 500+ packages. Managed 26 professional and 300+ hourly personnel.

· Improved overall line efficiencies by 5+%.

· Improved raw material and beer yields.

· Partnered with Human Relations to avoid union issues.

· Began the implementation of hourly employee team meetings.

PEPSI BOTTLING GROUP – California, Michigan, Rhode Island, Texas, Maryland 1980 to 1987

Production Manager (1984 -1987)

Warehouse Manager (1983-1984)

Quality Control Manager (1982-1983)

Production Supervisor (1981-1982)

Sanitation Supervisor (1980-1981)

UNITED STATES MARINE CORPS – Various locations 1977 to 1980

1st Lieutenant

Direct Air Support Control Officer

Air Support Control Officer

AWARD OF EXCELLENCE

· The Cott Beverages USA Manufacturing Facility in Sikeston, Missouri, was selected “2003 Business of the Year” by the City of Sikeston, Missouri Business Council, Sikeston, Missouri. The award was merited on Cott’s positive relationship with, and contributions to, the City of Sikeston during the period awarded.

TRAINING, SKILLS & SEMINARS

· Six-Sigma, Cott Beverages USA, Sikeston, Missouri, June 2003. Learned concept of Six-Sigma and utilization of tools designed and recommend improvements to identified issues within a process, or processes.

· Management Operating System, Cott Beverages USA, Sikeston, Missouri, July 2003. Learned concepts to insure the continuation and utilization of the Management Operating System within the Sikeston Manufacturing Facility.

· Total Quality System, Coca-Cola Company, Charlotte, North Carolina, March 1996. Introduced and trained in The Coca Cola Company's "Total Quality System.

· Management of Hazardous Waste, Hazardous Material Company, Richmond, Virginia, June 1993. Learned local, state and federal regulations as designed / developed by the EPA in order to ensure facility compliance.

· Team Facilitator Training, Tennessee Associates International, Knoxville, Tennessee, April 1993. Learned skills needed and associated with facilitating Process Improvement Teams within the facility.

· Managing for Continuous Improvement, Tennessee Associates International, Atlanta, Georgia, April 1992. Learned skills and tools necessary to evaluate processes capabilities and implement improvements as necessary.

EDUCATION

Master of Business Administration (MBA) Major GPA: 3.84

Averett College - Danville, Virginia

Bachelor of Science in Physical Education / Minor: Psychology Major GPA: 3.20

Appalachian State University, Boone, North Carolina

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