Leads 500 employee gum and mints manufacturing site. Reversed prior year $6M negative variance to $1.8M positive variance YTD. World class Safety and Quality performance. Improved customer service levels by 50%.

Led 4 departments to deliver safety, quality, and scheduling conformance manufacturing targets NOTEWORTHY RESULTS: Improved training program to support increased hiring. Union negotiations for the 2022 contract. Onboarding and training new operations planning staff

Deliver manufacturing efficiencies for plant facilities by implementing continuous improvement processes to optimize manufacturing. ● Develop and manage all aspects of manufacturing operations for 3 finished goods lines. ● Back up support for the Syrup and Kisses business unit leaderNOTEWORTHY RESULTS: Hired and trained supervisors; delivers safety, quality, and cost targets. In 2020, delivered paste cost savings $1MM, commissioned new wrappers to expand ROLO presence in Seasonal mix type. In 2021, delivered plant savings, implemented 12-hour shift schedule to support line growth.

Led daily management systems for operations to identify opportunities and lead root cause analysis. ● Led project ideation sessions for each business unit and directed two Industrial Engineers through savings evaluations and project development.● Studied, measured, and analyzed operational cost metrics for improvement.NOTEWORTHY RESULTS: Developed and delivered 2015 Capital Plan and 2015 – 2017 Continuous Improvement Plan to reduce plant costs by $2MM annually.As the Lean Program Lead (2015 -2017); Developed and implemented plant Total Productive Maintenance (TPM) cost savings initiative. Worked with Corporate teams to create plant-wide LEAN workplans, deliver training, hire and onboard resources.● Studied, measured and analyzed operational cost metrics for improvement.● Mentored Green Belt candidates and provided training to plant staff. NOTEWORTHY RESULTS: Tasked with delivering $4M in plant cost savings. The $7M, three-year target was delivered in two-years. Implementation model adopted by corporate PMO.

Kraft Foods’ Lowville Plant is the largest manufacturing plant in the world for Cream Cheese. It is one of 2 Kraft facilities for the Philadelphia brand. Introduced capability analysis to R&D/Quality to set achievable standards for new and existing products, Created plant process standardization and training program to reduce process variation; used measurement system analysis to improve measurement capability. Report to the Plant Manager.  Led 3 full time Black Belts in completion of productivity projects using the DMAIC process ($3MM in 2012). Reduced controllable costs by $4MM by identifying projects to improve plant productivity. Set budgeting standards for raw material usage, labor and packaging.  Received $5,000 Chairman’s Award for cost reduction in 2012. Served as Business Unit Manager responsible for all plant operations for 2 months in 2013.

A Corporate position reporting to the Beverage plastics business supporting 3 beverage closures plants (PA, MS, and AK). Acted as liaison between the closures division’s largest customer, Rexam and Pepsi plants, and provided technical support to improve customer satisfaction in quality and service. Standardized improvement activities, supported customer qualifications.

Responsible for Cost, Quality and Safety, and Plant P & L within this compression molding facility of 150 people, ($70MM in sales) that manufactured and distributed plastic closures to Coke, Pepsi, Nestlé, and others. Led cross-functional team to transfer machines and expand capability to successfully meet 2 major product launches and maintain profitability. Consolidated the business into the facility during the NC facility closing. Led a $15MM project to move 4 Sacmi compression molding machine, reconfiguring the plant floor, while simultaneously supporting the Pepsi Gatorade startup of new closures that required printing and introducing the technology to the facility. Successfully met customer launch during startup of new equipment Commercialized a 70mm closure – the first of its kind – raising OEE to 70% from 40%. Expanded the workforce from <100 to 150 to support new business. Led $1MM project to expand facility.

Supervised 3 full time Black Belts assigned projects within individual plants. Worked with plant continuous improvement managers to develop and maintain their Lean 6 Sigma programs. Oversaw Lean Training (Value Stream mapping, SMED, 5S, TPM). (Projects delivered over $1MM/year in savings.)

One of four divisional positions to begin the O-I Lean/6-Sigma Program reporting to the Director Global Product Development & Deployment Champion. Conducted Green Belt training and mentored Green Belts to certification. (Reduced scrap generation in Rocky Mount plant from 45% to 17% for a savings of $750,000 per year)