Manager Engineer

Larry B. Johnson, Jr.

**** ******** ****, *****, ***** 75025

Telephone: 214-***-**** cell • E-mail: *********@***.***

Summary

Strong leadership and problem solving skills coupled with results-oriented management style drive consistent performance. A broad range of industry experience provides an excellent base for effective and timely decision-making. Direct and effective interpersonal skills, coupled with a consensus-building style, supports the ability to achieve consistent results through peers and subordinates in various complex corporate and operations environments. Extensive lean/CI/Kaizen background provides a solid foundation for leading culture change.

EXPERIENCE, KEY CONTRIBUTIONS AND RESULTS:

Dean Foods, Dallas, TX – 2010 to 2012

Sr. Manager, Continuous Improvement – Great Lakes/North Central Regions

Led CI efforts in regions to better than plan CPG ($/gallon) performance in declining markets in 2011. Directed and supported CI rollouts (Marathons), Kaizen events, developed plant (7) CI managers, improved plant MOS execution, performed multiple discoveries to ensure robust opportunity pipelines, and implemented Glide Paths to ensure continued improvement in the future at all plants.

• Glide Paths: All plants (16) trained, have developed and are utilizing the glide path process to drive their plant performance.

• CI Manager Development: Hired and trained 2 new CI plant Managers. All CI Managers have been trained and are proficient in MOS, Glide Path, Discovery (Opportunity Pipeline), leading PIT’s (Kaizen Teams).

• Discovery: Led multiple Discoveries identifying opportunities in excess of $6MM. All CI managers are trained in Discovery techniques.

• Kaizen Blitz: Led Kaizen Blitz(s) focusing on OEE (3 plants), Blow mold operations (2), Cooler operations (4), Ice Cream Mix start-up (1), and Culture productivity (2).

• MOS: All 16 plants improved MOS audit scores.

Sara Lee, Fresh Bakery, Plano, TX – 2007 to 2010

Sr. Manager, Lean Productivity & Continuous Improvement

Provided lean leadership, kaizen support and direction to 43 fresh bakery facilities. Developed/reviewed lean tools and support processes to maximize the growth and development of a lean culture. Supported large plant turnarounds using kaizen events and lean tools to both stabilize and change the culture of plants with significant performance opportunities.

• Lean Rollouts: Led/supported 7 initial plant rollouts. Completed over 40 LEP developmental audits that resulted in many improvements within these facilities.

• SWAT Team - Mobile Bakery: Provided lean leadership, coaching and direction during the turnaround effort. Composite ranking improved from continually being #43 to continuous in the #8 to 11 range. Trained and supported the use and the development of champions for all the lean tools, focusing on Problem Solving, 5S, training, and QCO and other Kaizen events that resulted in OEE improvements of 36% and Overuse improvements of 31%.

Orangeburg Lean Deep Dive: Completed a re-rollout for lean in the Orangeburg bakery. Focused on training and developing lean champions to run Kaizen, QCO and RCPS events. Results Orangeburg has moved from last in East Region composite rankings to #1 for last 4 consecutive periods. Overuse improvement of 21% and OEE improvement of 26%. Bakery received recognition at national meetings.

• Lubbock Lean Transformation: Supported lean transformation, provided lean leadership, lean event (kaizen events, QCO, RCPS) planning and execution support, and tool training. Bakery recorded a 10/10, received national recognition.

• Facilitation Support: Provided facilitation services for multiple cross-functional teams, including Oven Entry Requirements Team, LOTO team.

• Other Responsibilities: Leader Standard Work Rollout, LEP audit planning and scheduling, Lean training strategy and content.

Brink’s U.S., Cash Logistics, Coppell, TX – 2004 to 2007

Manager, Process Improvement, Cash Logistics

Developed/implemented continuous improvement/lean implementation strategic plans. Redesigned the 3 major business processes through a series of Kaizen blitzes in multiple branches. ’06 run rate showed a $1.87 MM improvement. Designed “BLU”, internal lean training program.

Brink’s U.S., Cash Logistics, continued

• Lean Prototype Branch: Implemented multiple lean principles in the Orlando Branch (Margin improved from 20% to 34%) improving deposits/l-hr by 66% through a serious of kaizen events.

• Reduced Costs: Brooklyn Branch reduced labor by 12% utilized value stream mapping and developed a new a scheduling plan. Detroit Branch improved margin by 67% (12 points) implementing lean principles.

Developed 60/90-day plans: Developed and implemented lean implementation/training plans with each region pilot plant. Achieved total cost reductions in excess of $300,000 in ’04.

Johnson Management Group Inc. – 2002 to 2004

Principal and President

Started a real estate investment organization. Purchased and sold multiple investment properties.

Consolidated Container Company, LLC, Atlanta, GA – 2000 to 2002

Senior Manager, Continuous Improvement

Led the lean manufacturing implementation and cultural change initiative for an organization consolidating three separate companies - Franklin, Reid, and Continental into one standardized platform. Led the effort to achieve performance turnarounds at focus plants utilizing Kaizen Blitz and Lean Manufacturing methodologies.

• Improved overall plant e-rating: Led Kaizen Blitz teams to e-rating improvements of 17% to 44%.

• Increased EBITDA: Achieved EBITDA improvement of 44% in first four plants through combined lean manufacturing and Kaizen Blitz efforts. Examples of success include:

Santa Anna, California Plant: Turned around plant with history of negative EBITDA performance of $500,000 per month to positive EBITDA of $80,000 per month (EBITDA consistently at $120,000 to $200,000 currently).

Samuelson, California Plant: Turned around a facility with low employee morale and in disarray to one of the cleanest facilities by applying 5S and instilling a sense of accountability and workplace “ownership”.

Elk Grove Village, Chicago, Illinois Plant: Implemented necessary improvements and changes to increase MM line e-ratings from low 59% range to 89%, still maintained today.

• Reduced Costs: Identified $4.5 million cost reduction by assessing multiple facility regions and developing corporate synergy strategy that provided more effective decision-making for plant consolidation.

Led Effective Changeover Training: Led training sessions resulting in C/O time reductions of 47% to 84%.

Impacting Plant Safety: Led R&D team that developed a solution (SSBS) to a 40-year problem to eliminate 98% of “dead chickens”. Eliminated an unsafe condition where serious injury or death could occur.

AmeriServe, Inc., Dallas, TX – 1998 to 2000

Manager, Operations and QA Support / Project Manager

Led multi-functional teams (6-10 people) in the consolidation of multiple distribution centers, the installation of a new Y2K compliant computer (JD Edwards) system, and the implementation of a new operating platform nationwide. Promoted to Manager, Operations & QA Support role, responsible for asset utilization, operations support, engineering and economic analysis, and operational support for all QA functions.

• Successful Start-Up: Seamless complex start-up of new facility in Atlanta, which involved consolidation of three larger warehouses and training of new warehouse staff -- achieved AmeriStar Award in recognition.

• Successful Consolidations: Led 15 consolidations, representing 30% of the company sales through successful conversions and startups.

PepsiCo - Pizza Hut, Inc., Dallas, TX – 1994 to 1998

Senior Manager – R&D Food Production Processes

Led the development, improvement and implementation of food production processes. R&D technical interface for the Franchisee Group, involved in the creation of strategies and solutions for new opportunities. Challenged with (1) leading new product development/rollout initiatives across 10,000 restaurants worldwide, while ensuring adherence to one common operating platform, and (2) correcting incongruent medium/large pizza size requirements in the field.

• Converted all Company-owned Restaurants to Standardized Medium and Large Pizza Size: Savings for this effort resulted in $25 million annually. Received Eagle Leadership Award for performance excellence.

• Improved Quality: Acted as Pizza Cooking Process Project Leader and spearheaded the development of a pizza cooking process/system that improved pizza quality for all crust types (Patent Pending for this solution).

• Developed New NSF-7 Compliant Pizza Production Table: Worked closely with key vendors on this effort and modified existing technology to address issues.

• Increased Efficiencies: (1) Developed and implemented new MRD (Made/Ready/Discard) process, a visual management system to enable proper dough rotation, and (2) Frozen Dough Technical Project Leader

• Rolled-out New Concept Operations Infrastructure: Developed and implemented back-of-house functionality and processes for new concept pizza/pasta café in four units in Bowling Green, Kentucky.

Pepperidge Farm, Inc., Lakeland, FL – 1992 to 1994

Bakery Operations Manager

Ran bakery operations with full responsibility for P&L, team development, and operational execution. Led new product (crunchy baked snacks) start-up. Streamlined the planning and scheduling process.

• Improved Productivity & Performance: Introduced a series of productivity improvement, process reengineering, cost reduction and performance management programs that improved production output, product quality and customer satisfaction, including (1) streamlining operations, which reduced operating hours by 13% and eliminating a significant amount of overtime, (2) established new order flow guidelines that improved holiday and promotion planning process and ensured fulfillment of volume capacity.

Burroughs Wellcome, Inc., Greenville, NC – 1991 to 1992

CMD Industrial Engineer

Hired to provide leadership support to Chemical Manufacturing Division (CMD) with responsibility for planning, budgeting, scheduling, economic analysis, and industrial engineering functions.

• Improved Efficiencies: Developed a 5-year capacity-planning model that also enabled warehouse allocation analysis for the CMD multi-building complex.

• Served as Business Improvement Task Force Team Co-leader: Key team member credited with identifying and developing formal approval process to facilitate production of new products.

• Reduced Costs: Established operations standard review process that netted $1.8 million in batch time reduction and yield improvements.

PepsiCo - Frito-Lay, Inc., Orlando, FL / Dallas, TX – 1983 to 1991

Materials Manager / Production Manager / Plant Industrial Engineer / Corporate Staff Industrial Engineer

Corporate Project Analyst / Maintenance Manager / Project Engineer

Held multiple plant and corporate positions of increasing responsibility including Materials Manager, Production Manager, Plant Industrial Engineer, Corporate Staff Industrial Engineer, Corporate Project Analysis, Maintenance Manager and Project Engineer. Accomplishments available upon request.

UNIQUE VALUE PROPOSITION:

• High-Energy, Organizational Leader. Implements controls and develops accurate measurement and reporting techniques that impact virtually all core operating functions. Achieves commitment from the shop floor to the top floor to effectively analyze practices and develop solution-based, strategic action plans. Benefit: Demonstrated success in building, turning around/optimizing a company’s fundamental infrastructure, technologies, processes, and measurement systems to increase revenues and improve bottom-line.

• Continuous Process Improvement Expertise. Utilizes Lean Manufacturing, Kaizen Blitz, Just-In-Time, and 5S principles to achieve throughput improvements, and management information system to pull and analyze crucial data. Benefit: Conveys value proposition and gains buy-in from engineering, maintenance and management groups for the implementation of manufacturing systems to provide total material controls, minimize inventories, reduce costs in high volume production lines and increase productivity, while satisfying customer demands.

• Team Management / Performance Optimization. Develops appropriate skills training and instills best practices to create highly motivated, customer-driven and performance-oriented teams. Benefit: Ability to tap the experience of all team members, gaining output from a collaborative effort, a process appropriate for both ongoing and temporary work efforts.

• Strategic, Process-Oriented Problem Solver. Strong conceptual, business analysis and crisis management skills with the ability to implement solutions to non-traditional business challenges and thrive in intense and demanding environments. Benefit: Brings a sense of urgency to drive positive organizational change, process redesign, quality improvement, and best practices.

EDUCATION:

MBA, Business Management – University of Dallas, Graduate School of Business Administration (1985-1988)

Bachelor of Science, Industrial Engineering – North Carolina State University (1978 to 1982)

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