Plant Manager
Resume:
Joe Weiss
Richmond, KY ***75
859-***-**** Home
859-***-**** Cell
************@*****.***
Personal Web Site: http://joeweiss.net/
CAREER OBJECTIVE
Manufacturing leader with a proven track record in the plastics converting and packaging industries seeking a challenging position with opportunity for growth. Experienced in operations, strategic planning, product development and sales. Aggressive leadership skills with a record of accomplishment in continuous improvement and leading multifunctional teams.
Expertise includes:
• Profit & Loss Responsibility
• Strategic Planning
• Lean Manufacturing
• Use of Low Cost Material Feed Streams
• ISO Quality Systems
• Acquisitions & Mergers
• Operations Management
• New Product Development
EXPERIENCE: Infiltrator Systems Inc. 2005 - present
Molding Plant Manager August 2008 to October 2008, Winchester, KY
Accountable to manage a Molding operation producing 50 million pounds of finished product annually. Manage to metrics focusing on low cost feed streams.
• Manager of 75 non-union and salaried employees.
• Responsible for a $15 million expense budget and $9 million Capital expense budget.
• Implemented 5S and One Piece Flow Techniques in the Manufacturing process of the new Roto Mold Septic Tank Production Line.
• Processes managed: High pressure injection, Roto-Molding
Utah Site Manufacturing Plant Manager November 2007 to July 2008, Ogden, UT
Accountable to manage a Material Processing and Molding operation producing 36 million pounds
of finished product annually. Carry out the corporate strategic plan and manage to metrics focusing on low cost feed streams.
• Manager of 58 non-union and salaried employees.
• Responsible for a $7 million expense budget and $571,000 Capital budget.
• Moved the Plant to a regrind formulation including carpet saving 6 cents per pound while maintaining reject rate at 1.9%.
• Developed a unique training program on Leadership and Accountability for Supervisors and First Line Leaders.
• Processes managed: High pressure injection, Blow Molding
Material Processing Plant Manager June 2005 to October 2007, Winchester, KY
Accountable to manage four Material Processing facilities extruding 125 million pounds of Polypropylene and High Density Polyethylene pellets. Carrying out the strategic plan
of the corporation by establishing and managing to metrics, focusing on low cost material streams, maintaining and improving quality standards. Producing $57 million in plastic pellets annually.
• Manager of 200 non-union hourly and salaried employees.
• Responsible for $25 million expense budget and $6 million capital budget.
• Accountable for ISO 9001 certification to the 2000 guidelines for all Material Processing facilities.
• Leading Material Processing and improving key metrics significantly in 2005-2006.
• Tripled low cost feed stream (carpet) usage in eight months. Developed the capability to produce Polypropylene Pellets from 100% carpet.
• Developed capability to run printed Polypropylene films directly into an Extrusion Line saving $4.4 million annually.
• Cut Material Processing Waste in half in 2006. Savings tracking at $600,000 annually.
• Converted Manufacturing Operations to Liquid Color saving $500,000 annually.
• Processes managed: Extrusion, California Pellet Mill Film Processing
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EXPERIENCE: ORBIS Menasha Corporation 1998 - 2005
Operations Manager September 2003 to June 2005, Lawrenceville, GA
Accountable to manage the direction of a plastics facility in carrying out the strategic plan
of the corporation by establishing and managing to metrics, focusing on lean principles, and
maintaining and improving quality standards. Plant shipped $30 million annually.
• Manager of 100 hourly non-union and salaried employees.
• Responsible for $15 million expense budget and $1 million capital budget
• Accountable for ISO 9001 certification to the 2000 guidelines for all of ORBIS
Corporation (eight sites).
• Member of the Container Services (Beverage) Cross-Functional team. Manufacturing Leader of a team responsible for business strategy and product development.
• Mentored and developed the skills of the Menasha Plant Manager.
• Led Lawrenceville Plant to profitability and improved key metrics significantly in 2004.
• Increased Lawrenceville Plant profitability by $1.5 Million.
• Reduced Manufacturing costs $150,000 per month.
• Eliminated Production and Scrap Variances ($1.8 million) in 2004.
• Raised On Time Delivery from 74% in 2003, to 95% in 2004.
• Reduced recordable injuries from 21 in 2003, to four in 2004.
• Processes managed: Structural Foam, Gas-Assist Technology
Director Pallets & Bulk Products April 2003 – August 2003 Menasha, WI
Managed the direction of three plastics facilities in accordance and partnership with corporate objectives in a non-union environment.
• Managed ORBIS Corporation (eight sites) Non-Prime material initiative with the primary goal of reducing the dependency of the corporation on virgin resin in a volatile market environment.
• Increased Non-Prime usage in product from 7% of total production in 2002, to 23% of total production in 2003.
• Profit and Loss responsibility for plastics division generating $112 million in annual revenue, with 400 employees and three manufacturing locations.
• Accountable for the assimilation of two competitive acquisitions totaling $70 million in revenue during a one year time period and post-integration management
• Implemented Kaizen and Lean Manufacturing techniques.
• Facilitated Beverage Team Kaizen involving a cross-functional team from Manufacturing, Sales and Customer Service. The objective was to improve profitability by establishing clear accountabilities, and streamlining communication and decision making
• Processes managed: High pressure injection, Structural Foam, Gas-Assist, Single Sheet and Twin Sheet Thermoforming, Extrusion
Plant Manager 2001- April 2003 Menasha, WI
Site Manager for plant of 80 employees (non-union), shipping $20 million dollars in annual sales, with $12 million expense and $500,000 capital budgets.
• Maintained outstanding ISO 9001 certification performance. Led Orbis in the achievement of the DNV Environmental standard certification.
• Utilizing team concepts, established lean manufacturing systems such as Kaizen, SMED, 5S and Kanban to meet customers’ needs, maintain standard reliability, and reduce waste. Reduced average mold set-up time from 4.4 to 2.7 hours.
• Conducted Kaizen events resulting in $600,000 in cost savings
• Planned, developed, and implemented organizational policies. Created employee teams to improve quality, increase safety of plant, and reduce waste.
• Taught Lean Manufacturing Principles across Menasha Corporation. Led Kaizen events across all Orbis sites including corporate headquarters.
• Processes managed: Structural Foam, Single Sheet and Twin Sheet Thermoforming
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Operations Manager 1999-2000 Menasha Corporation, Division Solid Fibre, Menasha, WI
Manager of 70 salaried and hourly associates in a union environment responsible for producing Solid Fibre sheets and totes.
• Accountable for the reduction of manufacturing cost through improved production efficiencies and the effective deployment of capital.
• Responsible for all measures associated with manufacturing management including utilization, safety, quality, and on-time delivery for a $10 million facility.
• Implemented Lean Manufacturing Techniques of Kanban, 5S, SMED and One Piece Flow.
• Reduced Changeover Times by 25%.
• Reduced Roll Stock Inventory by 33%.
• Increased On Time Delivery from 75% to 90%.
Senior Manufacturing Manager, Orbis Custom Interiors 1998 Mentor, OH
Responsible to Plant Manager for implementing Lean Manufacturing techniques of Kanban, 5S, SMED and One Piece Flow in a custom manufacturing environment.
• Plant Costs were reduced to break even from $200,000 in losses monthly.
• Raised On Time Delivery from 35% to 73%.
Processes managed: Foam Cutting Presses, One Piece Flow Assembly cells
EXPERIENCE: Aramark Uniform Services 1995 - 1998
Aramark Plant Manager March 1995-1997 Moline, IL, Fridley, MN
Site Manager for plant of 60 employees in a union environment responsible for production in an industrial laundry, shipping 600,000 pounds of product to customers weekly.
• Implemented Total Quality Techniques in an Industrial Laundry.
• Took East Moline Facility from the bottom 10% to the top 10% in one year.
• Recognized as an Aramark Star Performer in 1996.
• Responsible for start-up of a state of the art computerized industrial laundry in Fridley, MN.
• Hired and trained the entire workforce.
• Established key measures and standards.
Processes managed: Industrial Laundry Washers, Tumblers, and press equipment
EXPERIENCE: Procter and Gamble 1990 - 1995
Team Manager, Procter and Gamble Manufacturing 1990-February 1995 Port Ivory, NY, Iowa City, IA
Three assignments with increasing responsibilities leading teams of varying sizes in union, and non-union environments.
• Led the Quality Assurance effort for 18 Contract Manufacturing sites producing numerous health and beauty product lines. Responsible for four technician auditors.
• Reduced Quality Defects by 60%.
• Responsible for two Scope Mouthwash bottling lines with 25 employees producing 2.5 million cases annually in a High Performance Work System.
• Used team based action planning to increase efficiencies 20% and Process Reliability 36%.
• Direct Supervisor for 25 technicians involved in manufacturing Ivory Bar Soap in a tough Union environment.
• Raised team production efficiencies 32% and increased Safety awareness in the process of shutting down the facility.
EXPERIENCE: U.S. Army Officer 1984 - 1989
Held various assignments of increasing responsibility over a five-year military career in Europe and the United States. Assignments included Tank Platoon Leader, Company Executive Officer, Battalion Maintenance Officer and S3 Air.
• Was a proud member of the only U.S. Team to ever win the prestigious Canadian Army Trophy for Tank Gunnery in 1987.
• Set three US Army Europe records during M-1 Tank Turn-In in 1987.
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EDUCATION
Minnesota State University-Mankato: Bachelor of Science 1984
Additional Training:
Menasha Corporation Excellence for Leaders (Instructor and Facilitator)
Menasha Corporation P&L Profitability Training
Visionary Leadership
University of Wisconsin APICS course on Supply Chain Management, Inventory Control, Material Requirements Planning
Lean Manufacturing Course: JD McCormick and Associates
Co-Host of the Lean Manufacturing Conference for Menasha Corporation 1999, 2002
Good Manufacturing Practices
COMPUTER SKILLS
SAP, Microsoft Office Professional particularly Excel, PowerPoint
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