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Click here or scroll down to respond to this candidateCandidate's Name
Street Address Kresswood Drive ~ McHenry, IL 6005
Phone: PHONE NUMBER AVAILABLE
Email: EMAIL AVAILABLE
Core Qualifications
15 years of experience planning, leading, implementing and executing C.I. Programs / projects
Budget development, allocation and monitoring
20 years of experience in Plastics, Resins, Food & Beverage and Chemical Manufacturing
Experienced in employee scheduling, inventory control and sales analysis
Big-picture focus on company goals
20 years experience managing cross-functional teams
Multi-unit Operation management
Operations Start-up
Quality Improvement
Contract Negotiations
Labor Cost Control
P&L Management
Change Management
Strategic Vision Development & Deployment
LEAN Manufacturing expert
DMAIC Method and Statistical Analysis
5S, 5Y, Kaizen, Kanban, LPI, Theory of Constraints, TPM methodologies
Process Redesign / Staff Development
Certifications:
ASQ Six Sigma Green Belt (Certification #3300)
ASQ Six Sigma Black Belt (Certification #10090)
Education
University of Wisconsin-Parkside, 1999
Kenosha, Wisconsin, United States
Business Administration
Bachelors of Science in Business Administration
Milwaukee School of Engineering, 2010 (completed while working full-time)
Milwaukee, Wisconsin, United States
Mechanical Engineering
Bachelors of Science in Mechanical Engineering
Professional Experience
Consultant / Contract Position
January 2015 Present
Company is confidential
Mentor and develop Lab Technicians, Quality Engineers, Continuous Improvement Champions, Production and Warehouse personnel
Wrote Standard Operating Procedures for the Color Matching Department
Prepared company for ISO 9001:2010 and ISO 14001 certifications
Spearhead change management to reshape company culture
Director of Operations, North America
August 2012 January 2015
Reschcor, INC. - Elkhart, IN
Lead multi site manufacturing, engineering, maintenance, tool room, facilities, quality, continuous improvement, human resources, scheduling / planning & customer services teams
Responsible for all financials across the divisions
Responsible for developing and adhering to the annual budgets set forth
Member of the Executive Leadership Team
Led 2 successful reorganizations from development to implementation
Created, set and implemented corporate wide goals and Key Productivity Indicators (KPIs)
Through data analysis made strategic and tactical recommendations to Reschcor ownership specific to annual outlook, niche customer base and company vision
Led the Reschcor team through building a state of the art 90,000 square foot facility
Implemented robust DPM, TPM and PM programs
Increased monthly sales over a 12 month time frame while also increasing GP $ / GP % by keeping COGS at a level consistent with GP percentage goals
Grew a $9.1 million dollar business unit to $11.2 million dollars through streamlining internal processes, developing stronger customer relationships and reducing overhead
Teamed with our #1 customer to understand their business needs which allowed Reschcor Operations to move out of a $300k customer WH backorder situation into a $1.2 million dollar WH inventory level in 5 months warehouse target was set by customer Later we recommended to our customer that we work in a JIT format-customer agreed and operations are handled in this fashion presently
Led the operations team through multiple record sales and profitability months
Trained, developed and led 6 direct reports (5 Managers and 1 Supervisor) along with 98 indirect reports
Assessed material flow barriers which led to creating an ABC analysis to determine the correct raw material and expense item mix needed within the primary and secondary WH s
Led the Quality Team through a RMA (Customer Returns) process which took our Parts Per Million produced figure from 2,835 to 824 ppm over a 6 month time frame (70.93% reduction)
Led the Engineering & Maintenance teams through a Zero State effort on current equipment result increased Utilization by 18% and reduced Technical Downtime by 39%
Conducted SMED events to reduce the associates effort within the changeover times achieved a 63% reduction (183 minutes to 61 minutes) through center lining, eliminating the need for tools during the changeover and choreographing a rapid changeover through the use of Spaghetti diagrams which eliminated wasteful steps during our changeover process
Led the Plant Management Team through the redesign of the manufacturing performance boards within the Visual Management System to align the VMS with corporate goals / KPI s
Led multiple projects and Kaizen events which led to substantial improvements across the manufacturing floor Tool Crib Project Team which reduced Setup, Startup and Sizing in times by 75% (4 hours down to 1 hour) in a 61 day time frame
Implemented, led & facilitated training and development programs for the manufacturing teams Example; Building Blocks of LEAN
Cell Owner (Production Manager)
Jan 2010 August 2012
Dannon Yogurt Company-Minster, OH
Decreased Technical Downtime from 14.54% to 5.54% on average per week via implementing Mechanical Center Line methodologies and continuous mechanical improvement philosophies
Utilized SMED workshops to decrease packaging line product changeover times by 35.75% which increased OE / PE by 1.25%
Increased Operational Efficiencies from 75% (when I began) to 82% (YTD) across 6 packaging lines via revamping the automation processes, streamlining changeovers, a continual focus on Operator best practices and behaviors and listening to the people
Developed and implemented a tag management system for all 4 and 6 oz Arcil packaging lines
Fostered positive working relationships via team building outings with plant personnel which boosted morale and team performance
Developed and implemented a Operator / Team Leader rewards program
Implemented an Autonomous Management system across the 4 oz Arcil lines which improved the C.I.L.T. (Clean, Inspect, Lubricate, Tighten) procedures, developed
standards of clean, and identified difficult to inspect / hard to reach areas
Wrote and revised Competency Worksheets and ISO control documents to reflect current packaging floor practices
Teamed with Procurement and Scheduling to maximize operational uptime and reduce unnecessary tasks within the day-to-day operations
Obtained ODA and FDA approval for extended run times between CIP s (cleaning and sanitation) via revised automation procedures and by maximizing turbulent flow methodologies
Implemented 100 hour run times (previously set at 76 hours) between CIP s which increased the packaging line OE / PE by 3.5%
Machine Operator, Production Supervisor, Manufacturing Manager & Plant Superintendent
June 1998 Jan 2010
Pak Technologies-Milwaukee, WI
Scheduled and executed a production plan for chemical blending, fulfilling, packaging, and quality control operations which increased efficiencies by 26%
Increased profits by 63% in one year through restructuring the Chemical Blending and Packaging operations
Developed divisions first incentive performance plan which motivated staff and increased overall production output by 23%
Achieved LSS Green Belt Certification and Black Belt Certification
References
Available upon request |
