Plant Manager

Matthew Street *** Gallant Fox Lane, Webster NY **580 585-***-**** **************@*******.***

Versatile and accomplished management professional with experience running Manufacturing Operations, leading Marketing organizations, and driving Business Development. Experienced in designing supply chain processes, executing Social Media awareness campaigns, integrating information technology systems, creating & delivering executive level presentations, and implementing lean manufacturing processes.

AREAS OF EXPERTISE

• Labor Relations

• Plant Management

• Manufacturing Cost Reduction

• Strategic Planning and Leadership

• Organizational Design and Development

• Productivity and Efficiency Improvement

• Process Redesign

• Facility Design

• Lean Manufacturing

• Six Sigma

• Financial Planning and Analysis

• Project Planning/Execution

• Union Management Relations

• Multi-Site Operations

• Total Quality Management

• Decision Making

• Advertising Agency Campaign Management

• Social Media Marketing

• Google Analytics

• Relational Database Design

EXECUTIVE SCOPE EASTMAN KODAK 2002 to Present

Led a variety of manufacturing operations at Kodak, from traditional product manufacturing to the plant representing the company’s largest growing product portfolio. Consistently recognized for reducing costs while at the same time increasing employee moral throughout the operations. Success in these roles led to present opportunity to lead new business development and marketing organization for Corporate Officer and General manager of the Retail business.

Marketing Manager, Retail Systems Growth Products 2010 to Present

• Tripled revenue of the online/application segment over a 2 year period from $15 million to $50 million, thereby helping the Retail Systems division to continue demonstrating year on year growth.

• Successfully implemented connections to Facebook Graph API as a source of input for kiosks, increasing total sales by 6%.

• Designed applications for Facebook, Kaixin, iPhone/iPad, and Android, and introduced to key worldwide markets, including Germany, Brazil, Australia and China.

Plant Manager, Kodak Colorado Thermal Media 2007 to 2010

• Executive level responsibility for 300 person manufacturing operation that supported sales of over $300M. Facility included two thin film, high speed 8-station gravure presses, and an extensive assembly and packaging operation.

• Led labor cost reductions of 28% against volume declines of 12% by streamlining staff, and changing paradigm of operators to value job flexibility.

• Reduced waste by 44% by improving employee engagement at the shop floor level, implementing and sustaining lean manufacturing techniques, and taking a more analytical approach to waste tracking.

• Improved safety performance dramatically, with OSHA rates dropping 82% in 3 years (4.24 to 0.76). Success attributed to creation of an environment that encouraged people to raise concerns, followed by prompt action.

• Established a connected flow process across the supply chain that enabled consistent factory delivery performance between 96%-99%, and DSI reductions of 20%. Results were driven by a focused look at components of inventory throughout the supply chain and bringing daily visibility to all parts of the value chain.

Flow Manager, Professional Film Manufacturing 2006 and 2007

• Accountable for overall manufacturing performance of the Professional Film portfolio ($200M COGS), including Unit Manufacturing Cost, Inventory, Quality, and Delivery. Maintained UMC’s, while working against a 30% decline in volume.

• Customer quality improved to Six Sigma performance, going from 12.7 DPMU in 2005 to 0.6 DPMU in 2006. Quality results primarily achieved through the use of an improved Quality Assurance System (QAS) process, as well as better implementation of the Toyota 5 Layers of Quality technique to prevent defects at the source.

• Reduced overall Flow inventory 33%, and maintained customer delivery performance due to a better connected flow from customer demand through upstream operations.

Department Manager, Professional Film Finishing 2005 and 2006

• Responsible for the operational and technical organizations of the Kodak Professional Film Finishing division ($25M Labor and Burden).

• Reduced costs by a greater percentage than the volume declines through the use of lean principles, including standard work implementation, work balancing (enabled by increased labor flexibility), level loading (Heijunka), and general process line improvements that increased productivity rates.

Strategic Projects, Rochester Paper Flow 2004

• Designed new production facility for the finishing and packaging of Thermal dye sublimation media for Kodak Picture Kiosks. Led plant layout design effort, and created the organizational model to support the operation.

• Leveraged Lean techniques and led multiple Kaizen events to optimize people, material, and information flow to achieve a 20% UMC reduction.

Operations Manager, Paper Finishing 2003

• Managed the day-to-day operations of a paper finishing facility that supplied over 400 traditional and digital finished good items, and employed approximately 200 operations personnel.

• Led the business case development for a Digital Finishing workcenter, and acted as commissioning manager for the project. Packaging UMC reductions of 55% were realized through increased labor flexibility, packaging redesign, and the reworking of several labor intensive operations.

• Generated $5.5M of favorability against the department labor/burden commitment, enabled by increased labor flexibility and workflow redesign across, which allowed insourcing of more production and significantly better asset utilization.

Assistant to the Director, Global Color Paper & Imaging Chemicals Flow 2002

• Coordinated strategic planning, project commitments, performance measurement, and project execution for the 12 worldwide manufacturing sites managed by the Flow Director. Key responsibilities included managing the Annual Strategic Review, and Annual Operating Plan, and running a project to reduce inventory from 5.5 turns to 10 in a 3 year period.

JOHN DEERE 2001 to 2002

Business Unit Leader, Harvester Works

Responsible for the JD Harvester Works sheet metal division. This unit served as an internal supplier of over 7,000 steel parts and weldments for the assembly of combine harvesters, harvesting attachments, and service parts. The division was contained within a 400,000 sq ft plant, and was a process-focused, MRP driven facility whose approximately 120 hourly employees were represented by the United Auto Workers Union. Responsibilities included direct supervision of front line supervisors over three shifts, as well as the lateral management of engineering, material planning, and production control personnel.

• Transitioned the facility to a pull system from a traditional MRP approach. Benefits included a 50% reduction in WIP inventory ($1M in savings), and an increase in on-time delivery performance from 88% to 95%.

• Realized an 11% direct cost reduction due to improvements in material handling, setup reductions, reduced scrap and rework, and reduction of overtime.

EASTMAN KODAK 2000

Leaders for Manufacturing Internship - Supply Chain Logistics, Manufacturing Strategy

• Developed an automatic inventory replenishment program for Kodak customers. Used barcode scanning technology enabled by a web interface to transmit customer consumption data to Kodak on a real-time basis, enabling triggers to distribution, manufacturing, and back to the customer in the form of usage and inventory reports available on a secure web page.

• Reduced item level demand variability by 60% during trial period, enabling significant reductions in inventory for Kodak and participating customers.

DELOITTE CONSULTING 1996 to 1999

Systems Analyst and Consultant

Led analysis and development teams, working extensively with Visual Basic and SQL build client/server based solutions. Worked closely with client executives and Deloitte Audit teams to help create and implement business solutions for clients primarily in the Financial Services and Manufacturing sectors.

EMERSON ELECTRIC 1994 to 1996

Manufacturing Engineering Intern – Emerson Power Transmission

Supported a variety of processes for the manufacture of automotive chains, torque limiters and bearing assemblies. Also led effort to simulate plant capacity for scheduling labor and capital planning.

EDUCATION Massachusetts Institute of Technology, Cambridge, MA

MBA, Sloan School of Management

Master of Science, Mechanical Engineering

Cornell University, Ithaca, NY

Bachelor of Science, Mechanical Engineering

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