Plant Manager

Operations management executive with extensive experience in manufacturing leadership in the consumer packaging & automotive industries. Experienced in managing production, demand scheduling, maintenance, quality, material planning & logistics, human resources, and environmental health and safety functions. Specifically skilled in creating, deploying and implementing continuous improvement initiatives based on lean manufacturing principles that positively affect top and bottom line results, while engaging people and building relationships to deliver on the company objectives. Extensive experience with communicating and presenting detailed information to all levels of an organization.

Career Highlights:

As the Plant Manager developed and facilitated a strategic plan to deliver on customer expectations while delivering a quality product at the safest way possible at the lowest cost

Lean Champion over a 20 million-dollar/year production operation. The lean champion in the plant deploys and leads all lean initiatives throughout the organization. Types of lean actions that are implemented involve daily management techniques to improve process flow

Worked on 6-Sigma projects as a manufacturing engineer at Ford Motor Company. One of the projects involved saving Wayne Assembly Plant 300K over a six-month duration

Deploy TPM & autonomous maintenance process for critical cell performance

Successful 6-years of union (UAW) management experience & 6-years of non-union management experience

PROFESSIONAL EXPERIENCE

Reynolds Packaging – Closure Systems International 2007 - Present

Closure Systems International is a major supplier to global soft drink, juice, bottled water, milk and dairy products, beer, food, liquor, pharmaceutical, personal care, and automotive fluids.

Plant Manager – Olive Branch, MS, 2010 - Present

Responsible for effective management, upgrading of all aspects of closure manufacturing within the facility, including but not limited to the areas of production, quality, planning, industrial and mechanical engineering, accounting, human resources, materials control, training, maintenance, and P&L to achieve the highest quality product at the lowest cost while maximizing customer satisfaction

Accountable for all aspects of the facility, which include production, human resources, supply change operations, maintenance, engineering, & $75 million dollars of P&L responsibilities.

o 15.5% profit margin for the 2011 calendar year

o Delivered 20% EBITDA above plan

o Improved Employee Output by 10%

o Reduced quality customer complaint claims by 58%

o Provided a 10% reduced Raw Material Inventory levels while meeting customer demand

An aggressive proactive safety approach eliminating unsafe acts and conditions within the operations environment

o No OSHA Recordable injuries for the 2010 calendar year

o Obtained SHARP Certification for the Plant in 2011

o Implemented proactive Safety Committee Team to address potential matters

Utilization of the A3 methodology for strategic business planning to deliver on key overall plant metrics & to provide world class customer service results

Provide strong Food GMP standards throughout the facility to protect the customer’s product from safety & security risk

o FSSC certification to provide to Coke, Pepsi, & Nestle Waters

Generated Material Regrind savings of $113K through color change optimization processes

Operations Manager –Crawfordsville, IN 2007 – 2010

Responsible for day-to-day production operations, ensuring compliance with safety requirements, implementing lean improvement initiatives. Managed 4 production supervisors, 1 maintenance/engineering manager, & 1 project manager for a facility with 230 employees. The facility produced plastic closures using compression molding & injection molding technology.

Key member in a plant consolidation: Consolidating two manufacturing facilities, closing of one plant and moving staff, equipment, and building of infrastructure to support the customer demand with a 30% labor improvement

Operational Excellence Implementation: TPM, Daily Management, Lean Initiatives, Problem Solving, Standardize Work, & 5S

Develop, analyze, and manage project plans, budget, and deliverables for capital projects

Managed and enforced plant safety programs to ensure zero OSHA recordables for the plant workforce

Oversee new closures profile start-ups & conversions

Ford Motor Company (Visteon Corporation) 2001 - 2007

Ford Motor Company produces vehicles that are green, safe, smart and have the high quality standards for their customers. Visteon is a leading global supplier of automotive systems, modules and steering systems components to global vehicle manufacturers and the automotive aftermarket

Production Superintendent – Indianapolis, IN 2006 - 2007

Responsible for providing leadership directing 250 hourly employees and 9 salary employees. The areas of manufacturing consisted of grinding processes, boring processes, heat-treat processes of raw stock metal for final assembly of steering systems.

Serve as a mentor while being in a leadership position for key direct resources which included 6-production supervisors, 3-manufacturing engineers, & 1-General Foreman

Produce product on time while maintaining a yearly budget of $90 Million with a ROI of 15%

Primary contact for internal & external customer related matters

Lean Champion – Indianapolis, IN 2005 - 2006

Responsible for deploying and leading all lean initiatives throughout the facility implementing process improvements, reducing waste while delivering on the overall customer demands. This position held the responsibility to drive the lean results communicating key projects to the company top executives.

Implement lean actions to improve process flow

Communicate continuous improvement projects to top executives

Coordinated and lead three shifts of operational duties

Manufacturing General Foreman (Planning Specialist) – Indianapolis, IN 2003 – 2005

Responsible for leading all production scheduling functions providing strategic process flow plans to meet the customer expectations. Responsible for 3-production supervisors as direct reports holding accountable to deliver daily production results

Communicate & manage daily production plan

Display production charting for continuous improvement projects

Lead & manage all quality metrics within TS16949

Production Supervisor – Indianapolis, IN 2002 - 2003

Responsible for supervising 30 UAW (unionized) employees to deliver the daily production demand. This included supervising heat-treat process, CNC machinery, & final assembly producing steering system components for Ford Motor Company vehicles.

Operated in the capacity of a lead supervisor providing the coordination for a successful plan over three shift operational duties

Motivated UAW employees to meet customer demands creating cohesive teamwork reducing overtime and improving customer quality

Manufacturing Engineer – Indianapolis, IN 2001 - 2002

Responsible for implementing cost savings initiatives at the Wayne Assembly Plant in the capacity of a Green Belt utilizing 6-Sigma methodology to deliver the results.

Implemented six sigma action plans to achieve customer satisfaction for on-time shipping of service parts saving the plant $300K over a 6 month duration

Developed standard visual factory signs throughout the plant setting up a Kanban system for the daily logistics functions

EDUCATION

Purdue University, West Lafayette, IN

Master of Science Degree (2001)

Industrial Engineering Technology

Purdue University, West Lafayette, IN

Bachelor of Science Degree (2000)

Organizational Leadership & Supervision

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