Production/Manufacture,Manager/Supervisor

KEVIN MCKENZIE

*** **** *******, ******* ********** 94544 C: 706-***-**** H: 423-***-**** ************@*****.***

SUMMARY OF QUALIFICATIONS

** ***** *********** *********, **** &Beverage, Manufacturing and Management Experience

Union and Non Union Leadership

Utilization of Continuous Improvement, 5S, Lean Manufacturing, SPC, TPM, OEE, EAM Principles.

Quality Assurance, ISO-9001, SSOP, GMP, U.S.D.A., SQF, BRC and Silica Audits.

Utilization of Metrics and KPI’s to Drive Results and P&L

Multiple Department Leadership, RTE, Fresh, Frozen, Manufacturing, Packaging and Sanitation Operations.

SAP,AS400, Excel, MRP, ERP JD Edwards and Windows 7

Packaging equipment-Auto wrappers, Filling, Labeling, Marking, Coding, Bagging and Infinity scaling systems.

Facilitated, Incorporated and Implemented RCFA, Kaizen and CIP Principles.

EDUCATION

Bachelor of Science in Business Management Cleveland State University

Manufacturing and Production Management Dalton State College

Six Sigma Green Belt Villanova University

PROFESSIONAL EXPERIENCE

P&O PACKAGING (NON UNION FACILITY) DALTON, GA. 2015-PRESENT

Assistant Manager (Blow Film, Extrusion Operation)

Working collaboratively with Supervisors and Line Leaders implementation of CIP, 5’s and Lean principles to drive P&O KPI’s.

Incorporating and Implementing new hire training.

Incorporating Quality and Process checks into our daily plant operations primary focus (Downtime, Production, Empowerment, Uptime and Machine reliability).

Working Collaboratively with Quality Manager regarding past CAR’s providing action and corrective action plans to address customer complaints.

Managing P&O Continues Improvement Program, GFSI, and THM program.

24/7 Blow Film Operation processing an average of 3M lbs. monthly.

Equipment utilized (Brampton – 9 layer, Wind Moller & Holscher – 3 layer, Unfolder and Mono, 2&3 layer Gloucester.

TYSON FOODS (UNION FACILITY) CARTHAGE, TX 2013-2014

General Production Manager (1st, 2nd Processing and Sanitation Operations)

Optimized, implemented and successfully managed production efficiency and quality standards to meet and exceed company goals.

Maintained and improved employee happiness and quality of work.

Demonstrated ability to manage multiple departments and improvement projects, prepare short and long term goals focusing on company KPI's.

Demonstrated the ability to manage a diverse group of Supervisors and Team members (250+).

Initiated leadership development program for all management personnel through HR and Plant Manager.

Worked collaboratively with HR to develop success plan for Supervisors and Team members, while focusing on plant turnover.

Utilized SAP, AS400, Excel, JD Edwards and Windows#7 programs.

Assisted plant manager in daily operation of F/F, Debone, Shipping, Receiving and Evisceration operations. Primary focus- Quality, Plant Wide Yield, Safety P&L and Team member engagement.

Accomplishments

Introduced and Implemented Six Sigma, Kaizen and CIP methodology.

Reduced 2nd processing operation expenses by 20% over a 2 year period resulting in a 25,000 savings.

Implemented real-time tracking of production performance which increased production and efficiencies by 15%.

Reorganized safety program with engagement and behavior based safety implementation, reduction in safety score card by 35% over a period of 2years.

Implemented real time quality checks which resulted in a 5% quality defect reduction (PFQ).

CASE FARMS (UNION FACILITY) CANTON, OH 2007-2013

Assistant Plant Manager (3rd Shift Plant Operations)

Responsible for the daily production operations of the company and all its components including scheduling of production requirements to fulfill all customers' orders in a timely manner.

Maintained and improved production efficiency and quality standards adherence.

Demonstrated ability to manage multiple departments and continuous improvement projects, prepare short and long term goals focusing on company KPI's.

Initiated leadership development program for all management personnel through HR and Plant Manager.

Worked collaboratively with HR to develop success plan for Supervisors and Team members, while focusing on plant turnover (350+).

Utilized SAP, AS400, Excel, MRP and Windows#7programs.

Managed the 3rd shift Evisceration/F/F, Debone, Cutup, Whole Bird, Shipping, Receiving and Sanitation plant operations. Primary focus- Safety, Quality, Line Efficiencies, P&L and Team member engagement.

Accomplishments

Managed a 1.5 million dollar major expansion and plant reconfiguration plan which resulted in a 3% to 5% increase line efficiency, 1% to 1.5% increase in plant wide yield and 10% throughput, this resulted in a 100,000 annual profit.

Successfully helped coordinate and facilitate company tier#1 and tier#2 meetings plant wide focusing on company KPI’S.

Reduced labor by 2.5% over a period of 2 years resulting in 200,000 savings.

Introduced and Implemented Six Sigma, Kaizen and CIP methodology.

Worked collaboratively with HR to develop success plan for Supervisors and team members while focusing on company retention plan Improved Company turn over by 20% over a 2 year span.

PORTOLA PACKAGING (NON UNION FACILITY) KINGSPORT, TN 2002-2007

Production Supervisor/Superintendent (Extrusion, Injection and Compression Molding)

Managed a team of 75 team members, 2 supervisors and multiple asset operations and departments in a 24/7 5.5M units per 12 hour shift manufacturing process, of tamper-evident plastic closures and containers for dairy, juice, five-gallon bottled water, sports drinks, and food products.

Sought out and implemented improvements to reduce the level of breakdowns experienced, in line with the company’s continuous improvement methodologies.

Maintained entire operation of assigned areas, including but not limited to, Safety, Quality, Team Member relations, Turnover and Absenteeism, Discipline, Payroll and Staffing.

Training Supervisors and members of staff to ensure skills are transferred across all operations.

Managed projects and charts to monitor Quality, Productivity, Efficiencies and company continuous improvement program.

Establish and insure implementation of operating procedures to continually improve molding efficiency. (Cycle times, machine utilization and labor utilization.

Hydraulic Press Equipment utilized: Husky, Van Dorn, Kraus Maffei, up to 2,000 ton.

Accomplishments

Incorporated and facilitated scrap Kaizen event resulting in a reduction of 2% scrap and 75,000 annual savings.

Maintained and improved employee happiness and quality of work.

Reduced change over time by 15% resulting in a 5,000 increase of units per shift.

Facilitated company tier#1 and tier#2 meetings focusing on company KPI’S.

Introduced and Implemented Six Sigma, Kaizen and CIP methodology.

TOWNSEND FOODS (NON UNION FACILITY) SILER, NC 2000-2002

Production Manager, (2nd Processing)

Managed Process by way of SPC, Lean Manufacturing, and Six Sigma Methodology. This practice enabled Team to focus on opportunities (Quality, Process Improvements and Plant Performance.

Implemented Training programs for Debone, Cutup, Shipping team members (KPI Charts, Process Improvement, and Quality) and Safety as well as team member development.

Responsible for directing and guiding team members in execution of production, Shipping, Packaging, Communication as well as daily Production standards.

Implemented KPI charts as well as Continuous Improvement programs to Improve 2nd Process Productivity and Efficiency.

Performed Safety audits and assisted Safety director in regards to turnover and Safety concerns Plant wide.

Ensured that policy and procedures were followed in regards to Plant regulatory compliance as well as followed all SOPs and GMP guidelines.

SEABOARD/PILGRIMS (UNION FACILITY) CHATTANOOGA, TN 1994-2000

Production Supervisor /DSI Department/Superintendent

Assisted Shift Manager in daily operation of Debone Plant. Quality, Plant Wide Yield, Safety, Lean Manufacturing as well as Reducing Cost. Focused on Plant operating under USDA guidelines as well as following SOPs and GMPs.

Implemented Statistical Process Control and Training for Debone department as well as Lean Manufacturing. Primary focus, Turnover Efficiency, Productivity.

Evaluated team member’s performance and motivated to achieve peak productivity, also managed 125+ unionized team members.

Made sure policy and procedures were followed under the Pilgrim Pride guidelines. Assisted Cook Plant daily to monitor Weepage, Quality and Production of finished product. Followed all SOP guidelines as well as adherence to GMPs.

MOHAWK INDUSTRY (NON UNION FACILITY) DALTON, GA. 1987-1994

Production 3rd Shift Manager (Extrusion, Textile, Casting, Rubber)

Maintained operations of 3rd shift with the utilization of Neumag, Barmag and Plantex assets, 24/7 15M lbs. annually focusing on Safety, Quality, Efficiencies and machine reliability regarding operational excellence.

Implemented Training Programs, Continuous Improvement Programs to ensure Plant Performance, Quality and development of team members were monitored daily.

Assisted Plant Manager in controlling costs set up programs to ensure plant was functioning under OSHA guidelines.

Implemented Safety programs as well as performed Safety audits in all areas of plant to focus on safety concerns.

Communicated with all associates on the importance of teamwork and instructed all lead persons to concentrate on building morale, becoming better leaders, taking the initiative, and being assertive at all phases of their jobs

Made sure all policy and procedures were followed under the Mohawk guidelines. Developed process charts as well as graphs to focus on Quality, Process Improvements as well as reduction of waste and reduction of cost.

Team Lead Air Entanglement, (Heat Set, Twisting Operations)

Responsible for daily operation of Air Entanglement and Extrusion Department.

Assisted Superintendent to ensure company policy and procedures were followed under Mohawk guidelines

Performed safety audits as well as implemented safety programs to ensure department was following OSHA guidelines

Responsible for controlling costs, overtime, scheduling and goals that was set forth in department.

Assisted Quality Control and Product Development Team to strive to always find ways to improve or correct processes if needed.

Types of equipment responsible for machines (Gilbo’s, Superba, Plantex, Neumag and, Barmag.)

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