JACK R. REA
** **** ***** ● Washington, Pennsylvania 15301
Home - 724-***-**** ● Cell - 412. 680.5937
BUSINESS DEVELOPMENT / CONSULTING / PROJECT MANAGEMENT
Tenacious, disciplined and highly motivated management executive with extensive and successful experience in performing in-depth manufacturing systems analysis, troubleshooting functional and administrative malfunctions, and analyzing requirements and translating them into priorities and action plans. Particularly skilled at leading a team through process / culture changes and facilitating efforts to acquire required tools and techniques. Background demonstrates success in process improvement, long range forecasting, and production planning. Well-versed in managing skilled and unskilled work force and in a union/non-union environment.
Strategic Planning ● Needs Assessment ● Process Improvement ● Change Management ● Budgeting
Financial Analysis ● Cost / Benefit Analysis ● Expense Control ● Cost Reduction ● Project Management
Business Development ● Consulting ● Sales Forecasting ● Inventory Management ● Vendor Relations
Distribution ● Logistics ● Procurement / Purchasing ● Leadership / Motivation ● Team / Consensus Building
Recruiting /Training / Development ● Workforce Planning ● Performance Management ● Scheduling
Lean Manufacturing ● Six Sigma ● Presentations ● Operations Management ● Employee Engagement
Risk Management ● OSHA / Regulatory Compliance ● Reporting
BOAR'S HEAD PROVISIONS CO., INC., Sarasota, Florida ● 10/2005 - 12/2011
Leading delicatessen manufacturer specializing in high end deli meats, frankfurters, cheeses, sauces, and heat and serve meals.
Corporate Operating Systems Manager
Member of Senior Operations and Corporate Human Resources Teams, served as leader of company wide Continuous Improvement Initiation(CI). Evaluated Management Operating System for all plants and support departments, identifying problems and issues, and redesigning/upgrading systems as required. Conducted supervisory and management training to ensure complete understanding and utilization of all system changes. Identified areas to obtain cost savings during each step of system implementation. Member of Steering Committee and Change Management Officer for Oracle ERP Implementation Continuous Improvement Initiation(CI). Conducted field audits of retailers to verify delivery of customer service and monitor product quality; and presided over quarterly distributor meetings to review performance (order accuracy, code date visibility, ordering processes, product safety requirements) and discuss new product development requests.
• Led team engaged in analyzing Management Operating System and staffing levels of each manufacturing plant, performing line balancing activities to establish labor needs, conducting management training, developing KPIs for performance tracking, and implementing management tools to execute/track manufacturing process. Efforts generated $3MM annualized savings over four Manufacturing Facilities.
• Spearheaded team efforts to improve distribution process, including product picking, boxing, truck loading and unloading, and KPI development for Customer Service performance tracking. Generated $.5MM annualized savings for one DC, and received “Letter of Recognition” from CFO/Sr. VP of Operations for accomplishment.
• Played key role in expanding Inventory Accuracy Indicator from 93% to 98% for facility processing 3 MM pounds/week. Implemented 29 SOPs and cycle counting procedures; and revamped month end inventory process.
• Focusing on accuracy of Long Range Manufacturing Schedule and Sales Forecast, upgraded Planners tools (ERP) and provided training to ensure proper use; and implemented strict guidelines to ensure receipt of timely and accurate “promotional information” to facilitate development of accurate manufacturing production schedules. Accuracy increased from 95% to 98%.
• Implemented company-wide Continuous Improvement Program, realizing over $3MM in savings, over 120 CI projects, within program’s first year.
• Successfully drove culture change throughout organization from a management by personality thought process to an accountability based thought process.
JACK R. REA
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RITCHIE & ASSOCIATES, Sherman Oaks, California ● 01/2004 - 10/2005
Management consulting firm specializing in process development, cost reductions, management operating systems installations, training and development of plant supervisors, and reporting and graph systems.
Interfacing with plant managers, front-line supervisors, engineers, finance, quality control, materials management and
warehouse management, analyzed and resolved technical, operational, financial, functional, equipment, and administrative problems relevant to a myriad of industrial manufacturers throughout the United States. Evaluated production processes, and executed essential modifications to increase productivity and cost efficiencies. Consulted with vendors and identified potential noncompliance issues. Evaluated personnel for skill deficiencies and created training programs to address issues; conducted job task analyses to decrease need for repairs and down time; and provided outage and management technical expertise to minimize equipment breakdowns. Benchmarked similar industries to compare competitive processes in implementing improvements.
• Cold Storage Inc.
Addressed goal to reduce labor cost by leading team to perform Management Operating Systems Analysis and Activity Analysis to review current labor and determine correct labor. Upgraded company's operating tools to ensure that maintenance of productivity. Generated $1.2 MM of annualized savings by reducing labor cost while maintaining customer service levels.
• Boar's Head Provisions Co., Inc.
Led team to reduce labor costs, generating $.8 MM of annualized savings in the Forrest City, Arkansas plant.
DeWOLFF, BOBERG, AND ASSOCIATES, Dallas, Texas ● 08/1997 - 09/2003
Management Consultant Firm specializing in process development, cost reductions, management operating systems installations, training and development of plant supervisors, and reporting and graph systems.
Project Manager (01/2001 - 09/2003)
Directed all activities related to troubleshooting and resolving technical, operational, financial, equipment and administrative problems. Evaluated operating procedures and instituted processes and procedures to reduce costs and increase productivity. Consulted with vendors; initiated training programs to improve skills; and collaborated with management personnel.
• Newport News Shipyard
Requested by NAV/SEA Department of the Pentagon to reduce products costs of USS Ronald Reagan. Coordinated efforts of Planning and Service Departments and developed Gantt Chart Tracking of project. Implemented Operating Report to track daily/weekly productivity and led team to save $3.17 MM in ship production costs.
• Champion Plywood Mill (Maintenance Costs)
Assigned to mill in Waycross, Georgia, reduced site maintenance costs $500K by creating exact job time estimates, improving planning and real time shutdown execution tracking, thereby reducing biannual shutdowns from seven to four days.
• Champion Paper Mill (Chemical Usage Costs)
Led team in decreasing chemical usage cost by 35% in Courtland, Alabama plant by implementing maintenance program to reduce chemical loss caused by pipe leaks, and training operators to maintain min/max chemical levels.
• Alliant Tech Systems Ammunition Manufacturing for US Army
• Key player in improving productivity by 20% by pinpointing the Packaging area as "pitch-point" in operation caused by inadequate equipment maintenance. Created and implemented PM schedule, and developed performance tracking processes to ensure accountability.
JACK R. REA
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Management Consultant (08/1997 - 01/2001)
• Weirton Steel Co.
Achieved a 25% productivity improvement by creating a Master Labor Schedule for Electricians, Millwrights, Riggers and Mechanics. Established performance follow-up tools to create accountability.
• Silicon Valley Group
Assigned to improve cycle time for product manufacturing. A 15% improvement was earned by implementing step-by-step SOPs for training and execution purposes, and creating tracking tools to define accountability.
• Revere Smelting & Refining
Charged with reducing machine downtime, realized 30% improvement implementing strict PM Schedule and collaborating with HR to develop training program for maintenance employees.
• Stanadyne Automotive
Reduced plant overtime by 25% by establishing labor requirements and implementing new production planning tools and performance tracking tools.
EDUCATION / PROFESSIONAL DEVELOPMENT / COMPUTER SKILLS
B.A., Business Administration
Washington and Jefferson College - Washington, Pennsylvania
Dale Carnegie Public Speaking Course
Oracle Certificates - Business Intelligence Creation
Microsoft Office and Visio ● Oracle