Terre Haute, Indiana, United States
I am a servant leader who utilizes transformational leadership, to build collaborative teams. I am fully capable of quickly pivoting and navigating a fast paced, technical, and complicated environment. I understand and embrace the criticality of proper change management in an organization. I have a consistent track record of improving results in difficult situations. I am fully experienced in Union and Non Union environments. I can connect with all levels of the organization quickly and create collaboration between groups and an inclusive environment. I have a strong working knowledge of LEAN, Operations, Quality, Budgets, Finance Lean, Maintenance, and Logistics. I also maintain my professional engineers license. Lean Manufacturing, Change Management, Team Building, Leadership, 5S
Created a Environmental Health and safety culture encouraging remaining in the current moment allowing appropriate action. Integrated newly acquired sites and created a single purpose for legacy and acquired site. Developed and implemented a robust Talent retention and development program. Developed and implemented the strategic manufacturing plan for 5 sites. Rationalized business throughout the combined division Reduced product cost through cost-take out efforts and cost control Improved productivity in group through lean efforts. Reduced claims through customer focus, continuous improvement, and evidence-based decisions Improved efficiency and raw material inventory levels, DIFOT 95 through careful planning and execution.
Flexible packaging factory of multi-layer plastics used in grocery, commercial, and industrial packaging. 24-7 in a highly automated facility of over 700 unionized workers. (Workers United) Sales out of this location less than one-half billion. Production of more than 1000 BSI. Implemented a work method a zone structure increasing accountability, improving safety, reducing quality rejects. Develop plant sales, budget, and control with finance to obtain objectives and profitability. Improved productivity by 5 percent on key assets focusing on GEMBA and SMED. Claims at reduced in top three complaint areas through root cause analysis and RPS with corrective action. Shipping efficiency and raw material inventory levels, DIFOT 95 through careful planning and execution. Improved safety culture with a today plus one approach and strict attention to fundamentals. Strike avoidance by negotiating in good faith and maintaining a balanced approach. Built a high performing salaried workforce. Improved labor relations as shown by transformation from combative leadership union meetings to collaborative problem solving. Improved labor relations through work life, town halls, and servant leadership by all salaried through development and training and building accountability. Implemented a MOC process for significant material changes in the plant. Reduced overtime and maintenance spending resulting in improved cost position through controls and task assessments.
Liquid packaging factory of muti-layer plastics used in beverage and condiment packaging. 24 -7 in a highly automated facility . ( Teamsters ) Sales out of this location more than 100 million Production of more than 100 BSI. Develop plant sales, budget, and controls with finance to obtain objectives and profitability. Improved productivity by 28 percent on key assets focusing on GEMBA and SMED. Claims at reduced in top three complaint areas through root cause analysis and RPS with corrective action. Shipping efficiency and raw material inventory levels best in the class DIFOT 95 through careful planning and execution. Improved safety culture with a today plus one approach and strict attention to fundamentals no recordables. Strike Mitigation maintained operations during a strike using salaried employees. Transformed a burned out and stressed work force into collaborative team. Improved labor relations as shown by voluntary participation in engagement survey 50 to 85 percent. Improved labor relations through work life, town halls, and servant leadership by all salaried. Implemented a more robust MOC process for significant material changes in the plant thereby improving quality. Reduced overtime and maintenance spending resulting in improved cost position by installing spending controls and benefit analysis.
Worlds largest insulation facility. 24-7 operation 300 employees (Teamsters ) with two furnaces, three loose fill lines, two bat Lines including building insulation and a green process. Over 300 Million pounds in production Sales 200 million per year Develop plant Budgets in cooperation with finance Develop annual and monthly sales forecasts with logistics Quality improved using lean techniques such as process mapping resulting in claims cut in half Production improved over 5 percent Utilized value stream mapping to help eliminate waste Order fill over 99 percent Developed a strong safety culture including zero recordable in two years and no lost time in five years Change Agent built collaborative teams inside and outside the plant working in a matrix environment Lean leadership 5S, KAIZEN, DCS, GEMBA, AM, PM, WCM, Six Sigma, SMED Managed eleven direct reports utilized transformational leadership style to build a strong self motivated team. Initiated a work life committee, communication letter, communication TV, utilized survey's to improve labor relations Developed a training program that identifies worker opportunities and helps them improve their skills. Also reduced training time and improved end result utilizing multiple formats including interactive Reduced labor cost through automation of non value add processes Reduced store room inventory by 4 million dollars by eliminating waste and overstock uptime not impacted Developed and implemented CMMS fundamentals in the maintenance department
Managed a 24-7 extrusion manufacturing facility. The facility contains fifteen lines, types and compounding operating around the clock in a Non Union Facility from 300 core to 450 during peak season Sales experience in excess 100 million Develop plant budgets in cooperation with finance Develop annual and monthly sales forecasts with Logistics OEE above 85 percent Utilized value stream mapping to reduce waste Claims reduced through root cause analysis and DAMIC to lowest in group history LEAN manufacturing using 5S, TPM, 3P, WCM, Six Sigma, SMED Order fill of 97 percent (three days from order to ship) on over 2000 SKU Mentor to employees in multiple divisions Multiple environmental health and safety world’s best awards Change Agent developing new plant culture to ensure worker satisfaction Managed nine Direct Reports Instituted communication letter, town halls, work life committee, and peer review committee to develop labor relations Developed and implemented incentive programs to retain workers and reward skills
Managing manufacturing, logistics, purchasing, maintenance of a vinyl siding and blending manufacturer in a 24-7 environment. A strong focus on leadership through service with empowerment and accountability. Developing a Strong Lean Culture while also utilizing 5S, Workout, and Six Sigma. Worked as a change agent to improve labor relations and strengthen the operations team Developed the safety culture resulting in improved processes and no at work injuries for over a year Implemented LEAN processes including a process map to improve operations and reduce customer complaints. Worked to stream line shipping process Built a high functioning team able to work independently and problem solve in a fast paced environment Managed a team of fifteen direct reports
Led a greenfield project to construct a facility and manufacturing capabilities for a weight loss product on time and at budget which required managing several engineering firms, selecting equipment, systems, controls, meeting FDA and local requirements as well as contractors followed by startup. Led efforts resulting in the modification, design, equipment selection, layout of other facilities including Meatballs, Salad dressing, canning, paper manufacturing, and others Led internal and external teams to achieve customers objectives Developed budgets detailed scopes of work and customer quotes Completed detailed engineering and equipment selection Developed sales leads and customer relations Developed detailed engineering drawings Developed theory of operation documents Developed PID Ensured code compliance Developed equipment specifications
Manage an Engineering and Maintenance department provide support to a plant environment Led a team of five engineers Developed detailed budget Implemented automation to improve operations and quality Worked with stake holders to identify needs to preserve the business Developed PID Developed theory of operations Developed operational code Developed training documents Developed equipment specifications Manage contractors Managed five direct reports
Manage projects and provide electrical and integrations services for outside clients Develop scopes of work and project costs Provided detailed engineering services Developed PID Developed theory of operations Developed code Ensured code compliance Developed client relations to identify their needs and secure future projects Developed equipment specifications Manage contractors Developed and prospected potential customers Developed a exclusive relationship with PLC provider as a Integration source