Christopher Justice Email and Phone Number

Multi-site operations management.

Operations management.

Focusing on the roots of this small family startup business, have helped to re-guide operations to create the mission statement that focuses on the local customer. Through strategic operational changes have been able to improve efficiencies, productivity and profitability levels. Through local market analysis, both customer and competitor based, have helped create focus on specific revenue streams. This has allowed for the natural progression of the current business plan that has involved the purchase of additional capital equipment. Working with the owners has led to an enhanced customer service experience, while reducing overall company overhead and operational costs, allowing for additional growth and efficiencies.

As a member of upper management at DLI, was accountable for a group of 10 managers and indirectly oversaw 200+ employees in the production of custom printed pressure sensitive labels. Direct P&L responsibility for an $85MM site as well as a secondary site in Nebraska ($20MM in sales). Duties covered all operational activities including EHS, production, shipping, materials management, supply chain, facilities and equipment maintenance, quality and process engineering activities. Within the first week, established the need to push towards the digital movement of the future rather than continue to rely on outdated flexo equipment technology. To accomplish this, I developed budgets and managed long/short term activities in order to prove that we could accomplish financial objectives that were set by the multi-billion dollar parent company, CENVEO. Maintained operations through KPI reporting, staff meetings, direct observation and on the ground interaction to create successful workflow, timely production, budgetary conformance, schedules, quality and the utilization of personnel, skills, equipment and facilities. Though structure existed prior to my arrival there was still a need to delegate proper authority and responsibility to subordinates. This was done through motivational techniques to coordinate and expedite activities in the areas of: scheduling, supply-chain, process and facilities engineering, manufacturing, maintenance, staffing and general training. Additional duties included the coordination and direction of major projects such as the installation of capital equipment, major repairs, plant layout changes and staffing modifications to increase efficiencies and throughput to meet customer demand.

In this injection molding facility which produced plastic pallets from recycled materials I led all operations including molding, mold shop, recycling, maintenance, quality, safety and shipping/logistics. Was accountable for the $20MM P&L of the operation that was an extension of the global $250MM corporate entity. My management group consisted of 9 managers that oversaw 100+ employees. My role required the complete restructuring of the facility and its resources as I increased the internal efficiencies. Developed and implemented capital projects to redesign process flow of all operations, allowing for continued growth and expansion to align with sales volume increases. Working with accounting, established independent cost centers for each department to better align budgets and cost reduction. Customer demand required me to develop a rotating shift schedule to allow support for 24-hour operations that led to increased efficiencies (upwards of 50%). During the restructuring I cut outsourcing costs of the tooling and maintenance departments by more than 50%. Responsibilities crossed the management of custom molders at multiple sites as well as the development and maintenance of vendor/supplier relationships. During the beginning of my time at Cabka, established the need for global cohesiveness between the manufacturing sites, which lead to the formation of the plant manager group. This idea was copied throughout the rest of the organization as we took advantage of the resources we had at different sites. As a senior manager, was also part of the team that developed the new SAP ERP system that was to be integrated into each of the global sites.

Role at PCI as a Supervisor ensured a 24/7/365 operation and supported the $65MM growth in the flexible packaging industry. Provided production floor support to a multi-shift and multi-department facility watching over 60+ direct reports and multiple departments. Through the utilization of the custom EFI Vision and PSA Scheduling ERP systems, was able to surpass productivity expectations. My leadership played a crucial role in the yearly AIB certifications where we maintained a Superior Rating. As part of the management team, also partook in continued 5S endeavors, plant-wide.

As a $60MM company, Shoreline was a one-stop box manufacturer that supported Western Michigan’s massive manufacturing arena through design and production of custom container and packaging solutions. In this ISO certified environment I rose through the ranks, starting as a temporary employee on the production floor to an upper level manager of multiple departments.As I progressed, my previous duties stayed with me and I became accountable for further responsibilities and an additional 50+ direct reports across 3 shifts. Becoming directly responsible for the production side of the P&L, I was able to create a rotational system for wearable tooling that was needed in the stripping process of the Paperboard operation. Not only was I involved with pricing and availability of products, I was also involved with design, which gave me more interaction with customers from start to finish. At this point I started implementing 5S training and processes within my teams. My managerial support extended across both facilities, allowing me to work with all departments and increase the On Time Delivery Rate of finished products to 98% for our customers.

Moving from my Supervisor role in just over a year, took over responsibility as a Production Manager for two divisions located in a secondary plant. Initially, I had to dismantle a two shift operation and rebuild production to a more efficient single shift. Was able to cut labor costs in half through strategic scheduling of resources to ensure maximum uptime of equipment and proper staffing levels of 35+. Paperboard was an acquisition and Returnables was a startup, neither of which utilized the company’s custom Zytek ERP system. Through the utilization of the Zytek ERP system, was able to increase productivity by over 100%. Additionally, zeroed in on the Maintenance area, integrating a custom MP2 ERP system that allowed complete asset management including an in depth Preventive Maintenance program that I had to build from the ground up. Also, performed additional duties co-managing the Specialties Department that consisted of kit building and assembly.

In just 8 months, was promoted to 2nd shift Supervisor. Through the direction of my staff of 30+ employees who crossed all operational departments, was able to more than double daily shift productivity. Was not only directly responsible for all the scheduling aspects of my shift- was also held accountable to manage the quality control audits.

Initial onboarding was as a temporary employee in the kit assembly area. Hired full time after only two months. Within first week, was moved to the main plant where I started out on slitters and slotters. Within four months was running the highest volume Flexographic Press in the plant on the 2nd shift and was up-training assistants.

In this role I held full responsibility of all warranty returns within the Electronics division. I dealt with both the end user on the consumer side as well as each of the manufacturing brands under the Forest River umbrella on the wholesale side. Extensive trouble shooting led to the diagnosis of faulty equipment and/or installation ultimately dictating the final outcome of the warranty claims themselves.

Multi-site commercial and residential property management.