Greater Toronto Area, Canada
"Whenever you see a successful business, someone once made a courageous decision." Peter F. Drucker The above-mentioned quote resonated with me because I have always harnessed the courage to do something different. Even though it appeared that I was challenging the status quo at the outset, I was able to capitalize on an instinctive talent where I have (1) defined strategic direction in the past and (2) translated that vision into successful realities. Case in point: I was promoted to assume a newly-created leadership role that focused on Projects & Co-Packing at a privately-owned Canadian manufacturing industry icon with a mandate of offering the highest-quality product offerings for its discerning clientele. Specifically, I was brought in to envision a series of infrastructure improvements for 4 plants located in the Greater Toronto Area. However, my biggest challenge was to convince dozens of team members across numerous departments of the advantages associated with whittling down 4 facilities into 2. In just 2 years, I: * converted a production facility originally deemed under-utilized and unprofitable into useful space while also capturing $500,000 in cost savings. * boosted production efficiencies on 1 particular line by 30%. * arranged for a new production line to be added in 1 of 2 facilities while steering newly-identified savings of $500,000. As I climbed each management rung, I held onto a well-deserved reputation as a respected leader who has continually motivated project teams for maximum efficiency and profit gain - especially noteworthy because I have delivered such results in both union and non-union environments. My leadership style can be summed up in the following inspirational quote originally verbalized by the late Maya Angelou: "I’ve learned that people will forget what you said, people will forget what you did, but people will never forget how you made them feel."
• Enhanced core staff competencies by evaluation, selection, hiring and training of supervisory and other related staff for manufacturing. • Established critical performance measures for operations including; meat de-boning, trimming / bone inspection / X-Ray, MAP packaging, portion sizing (hand / mechanical), MSM/FTM, IQF, fully cook and RTE • Realized significant improvement to bone detection reliability by implementing X-Ray system, which resulted in drastic reduction of customer complaints. • Integrated product thaw systems and processes to utilize surplus frozen inventory to enhance company profits. • Transformed the plant from a hodgepodge of activities to fully integrated production lines with improved product flows. • Accomplished BRC “A” rating over two consecutive years. • Streamlined operations to increase productivity by 50%. • Successfully implemented new work shift agreement (WSA) for a second shift with the CFIA within established timelines to increase production. • Coordinated new product launches, both branded and private label to grow the business and increase plant utilization. • Determined and implemented production line standards for labour and throughput. • Performed dual role of Production Scheduler. Developed and maintained planning tool for all production lines. • Chief liaison with co-packers for raw material supply, manufacturing and finished goods stock levels.
I joined my employer when it was initially known as Janes Family Foods. In 2012, Janes was acquired by Sofina, who features such additional prominent brands as Lilydale, Vienna, and Mastro. The Vice President of Engineering singled me out for this newly-created role post-acquisition to expand my scope of accountability (originally defined in my previous role) in recommending a series of infrastructure improvements (e.g., machinery and building processes) from 4 Greater Toronto Area plants to as many as 16 locations Canada-wide. Key Contributions: * In only 6 months, I elevated production capacity 30% by recommending and instituting an aggressive packaging line modification. * In just 1 year, I successfully consolidated our Vancouver-based bacon and ham production into 2 separate production facilities (the first in Edmonton, Alberta and the 2nd in Brampton, Ontario). * I totally abolished energy losses and restored my employer to industry compliance by securing approval to renovate storage freezer in 20,000 sq.ft. worth of space. * My immediate supervisor picked me to guide a team of 5 external contractors in decommissioning a 250,000 sq.ft. production facility deemed unprofitable. Faced with aggressive deadlines, I completed this project 1 week ahead of schedule. * By tapping into the Internet's vast reach, I planned and organized an auction that liquidated surplus equipment to a worldwide audience; as a result, I played a major role in offsetting project costs by $300,000.
I was promoted into this newly-created role to uphold total accountability for all infrastructure improvements (e.g., machinery, building and processes) for 4 plants in the Greater Toronto Area. Key Contributions: * I steadily vaulted chicken, fish, and cheese production more than 40% over a 6-year span. * I optimized and bolstered ground product yields 20%. * By authoring a poultry procurement strategy (including poultry deboning systems), I was able to steer an extra $2 million in yearly savings. * In revamping our existing waste management systems, I could now divert 100% waste from landfill (an improvement over the former 50%) and reclaim an extra $250,000 in yearly savings. * I abolished municipal sewer surcharges to recoup $200,000 in yearly savings. * By laying the foundation for Janes Family Foods to carry RTE ("ready-to-eat") product offerings, we were able to penetrate the highly-lucrative healthy food product lines and compete against key industry players. * I Penned and rolled out our first-ever manufacturing SOP's that attained industry-specific "A" rating certification 8 years in a row.
Promoted into this newly-created role based on Company's desire to expand its operations in a new facility while overseeing 3 production facilities. Also led, motivated, and energized 3 Production Managers (direct reports), 8 Production Supervisors (indirect reports), and over 150 plant workers (indirect reports). Key Contributions: • Boosted chicken production 30% while also saving $500,000 per year. • Designed new packaging for all stock keeping units (SKU's) to improve internal efficiencies and lower operational costs $4 million across 4 production lines. Earlier Roles & Key Contributions Production Manager (based in Concord) Production Supervisor (based in Toronto) • Grew production efficiencies 20% with no added major capital investments whatsoever (as Production Manager). • Introduced Enterprise Resource Planning (ERP) - a tracking tool device that accurately measures inventory levels, production costing, and product standards (as Production Manager). • Delivered 50% in labour savings and a 20% in yield improvement by automating weighing and bagging operations (as Production Supervisor).