Experienced Operations Manager
Resume:
Washington, WV *****
Phone 304-***-****
Email ********@*****.***
John E. Arose
Summary: An efficient and conscientious manufacturing and maintenance leader with wide-ranging expertise in strategic planning, operations analysis, continuous improvement, lean manufacturing, safety, health, and environmental compliance. A resourceful and flexible self-starter, who adapts easily to changing company requirements and circumstances, while handling multiple projects and setting appropriate priorities. A confident communicator and team-builder with the demonstrated ability to develop organizational goals and achieve long-term strategies. Possesses a proven ability to solve problems, streamline processes, improve productivity, and motivate people to meet company goals.
Skills:
Team Leadership/Management ISO 9002:2000
Operational Excellence Microsoft Office
Media Trained Spokesperson Financial Acumen
Lotus Notes Microsoft Outlook
Green Belt Trained
Professional Experience:
Cytec Industrial Chemical Nov 2008 – July 2010
Willow Island, WV
Maintenance and Engineering Manager- Responsible for leading the plant maintenance, storeroom, and project engineering department with direct accountability for the maintenance budget ($8.0M), storeroom inventory value, and project support. The department team consisted of 10 salary professionals and 26 wage employees.
Accomplishments:
• Implemented a weekly planning and scheduling process improving the leading indicators by 25% on the average.
• Established a process to determine resource allocation between contracting and company resources and improved mechanic productivity by 10%.
• Established routine changeover plans for each product line reducing one product changeover time from 5days to 2 days.
• Partnered with local vendors and developed a quarterly and annual pm program for the air compressors and refrigeration system.
• Partnered with Flowserve® to improve the reliability of pump equipment. Improved mean time between failure (MTBF) by 50% and developed a bad actor list and recommendations for improvement. Developed quarterly routine vibration routes.
• Developed and implemented routine lubrication inspection routes, routine oil sampling, and implemented a mobile on-line filtering system.
• Developed and maintained a mechanical integrity process in support of PSM to improve the overall safety of the plant and reduce the exposure to releases due to tank and line failures. In the first year the program completed 44 delinquent tank inspections and identified 128 tanks not in the program. 100% of the thickness tests, visual inspections, and external tank inspections were completed.
• Partnered with Summers Rubber Company to develop and implement a flex hose identification and inspection program. The initial audit identified approximately 10% of the hoses needed replaced.
• Sponsored a stores inventory reduction team that implemented a process to effectively reduce the overall stores value by 15%.
• Partnered with local vendors to re-build pump seals and valves to reduce repair costs by 40% on the average.
• Monitored and communicated on a weekly basis the weekly maintenance and contractor schedule, maintenance overtime, and stores stock re-order status eliminating maintenance grievances due to improper communication of sub contracting and reducing the stores stock outs by 75%.
• Worked with the I&E reliability engineer to develop a three year improvement plan for the plant electrical system to address code violations and reliability concerns.
Avery Dennison Mar 2008 –Nov 20008
Mill Hall, PA
Plant Operations Manager- Responsible for the manufacture of emulsion and solvent based adhesives. The department team consisted of 3 shift team leaders and 33 wage employees.
Accomplishments:
• Participated in lean manufacturing techniques such as Kaizen and 5S events, and value stream mapping. Implemented a process to reduce heel and rework volumes by greater than 50%.
• Developed the strategy to modify operations to allow for the in-house production of 15M lbs of tolled product.
• Improved the seal life on the emulsion reactor transfer pumps and the reliability of the thermal reactors.
Self Employed Business Owner 2005-2008
Maaco Collision Repair and Auto Painting Franchisee- Opened a new Maaco Franchise from the ground up in Barboursville, WV. Responsible for the strategic day-to-day operation of the center in regards to sales, scheduling, growth, employment, and budgeting.
Accomplishments:
• Gross sales 1st year was ~ $650k exceeding the business model in average retail sales ticket and average trade ticket.
Flexsys America, L.P. 1995-2005
Nitro, WV
Plant Operations Manager – Responsible for all manufacturing units, maintenance, the wastewater treatment plant and utility operation. The manufacturing team consisted of 6 team leaders, 22 salary, 106 wage employees and a $30M direct conversation budget.
Specialty Products Operations Manager – Oversight of multiple specialty product units, the wastewater treatment plant, and utility operation. The operations team consisted of 3 team leaders, 10 salary, 50 wage employees, and $17M direct conversation budget.
TBSI Project Leader – Responsible for the development of a project to relocate a toll produced product into an existing plant structure. The project team consisted of a project manger, process engineer, instrument and electrical engineer, design leader, and cost analyst.
Accomplishments:
• Implemented productive maintenance and cross training in all the operational units allowing the Company to reduce maintenance costs through attrition.
• Defined and developed the path for the behavioral safety program at Nitro. Achieved 1,800,000 man hours without a lost time injury.
• Reduced product line changeover time on one product line from 4 days to 8 hours and on a separate product line from 7 days to 3 three days.
• Determined stage capacities, identified process bottlenecks, and measured overall equipment effectiveness to determine asset utilization and highlight operating improvement opportunities and improved on-stream-time from 85% to 92%.
• Led the plant S&OP business team. Established annual and monthly production targets based on product capacities and overall business plans. Achieved targeted production on a monthly and annual basis.
• Led a multifunctional shutdown team during a 6 week inventory outage and achieved a $350k cost reduction.
• Led a multifunctional team in the corporate operational excellence initiative. The plant achieved Class “A” status in the first assessment. I developed the model for velocity improvement that was adopted and used by the commercial group as a working model.
• Participated on two negotiating teams that resulted in six-year operating agreements with no loss of contract flexibility.
• Led a multifunctional project team to develop a $7.0M project to relocate a process from a toll processor to the plant. Achieved all business targeted metrics on return on investment.
• Led a multifunctional, hourly, and salary safety improvement team with goals to increase personnel engagement and individual department safety.
Monsanto Chemical Company 1978-1995
Nitro, WV
Business Unit Leader Accelerators Complex
Responsible for safely operating the rubber chemical complex that consisted of Thiazoles, wax pellets, crude MBT, NaMBT, and the primary accelerator plant.
Second Line Supervisor PVI Unit
Responsible for manufacture of Santogard PVI
Second Line Supervisor Boiler House/Waste Treatment
Responsible for safe and reliable operation of all plant produced and purchased utilities and the waste water treatment plant
TSD Project Engineer
Project responsibilities from service request through construction and start-up.
Accomplishments:
• Reduced labor costs by $1.5M by combining the operating control rooms of three specific unit operations. Included the start-up of a state of the art distributive control system, new product form equipment, and new packaging equipment.
• Led a multifunctional business unit with a target to improve product quality. Improved right-first-time to 98% and improved costs by $2.0M.
• Set annual rate and volume records.
• Identified twenty-two projects with savings of $2.5M as manufacturing representative on the maintenance redesign team.
• Developed and implemented $2.0M project to improve the ash conveying process.
Education:
B.S. Mechanical Engineering
West Virginia University
Morgantown, WV
References: Available upon request
Contact this candidate