Eric Treusch Email & Phone Number

St. Paul, Mn, Us

Smithfield, Virginia, Us

• Manage P&L for 55 million lbs. annual sausage production.• Reduced workforce by 30 employees or 20% of workforce.• Implemented $1.2 million saving project improving labor and throughput.• Achieved highest Sanitation audit score in Smithfield Packaging.• Resolved 5 year Food Safety issue.• Developed and trained yield tracking team – 1.5% improvement 94.2% - 95.6%.• Celebrated 1 year without lost time incident.• Developed & implemented Review and Response meetings to address daily Safety, Foods Safety, Quality, Production and Maintenance related issues resulting in an efficiency increase of over 2%.• Start up of new Pizza Topping Department – All new end to end.• Start up of new Power Bites – All new end to end.

Chicago, Illinois, Us

• Implemented Temperature control monitoring process in DC. • Develop and manage Distribution Center budget for ConAgra’s largest refrigerated warehouse. • CI/FI project resulting in a reduction of detention fees by 92% • Participated in Corporate Success Map building project. • Coordinated with State inspectors on product destruction project. • Developed throughput measurements and tracking mechanism. • Standardized shift handoffs between shift Supervisors. • Reduced OT % by balancing staffing between shifts. • Negotiated TMR for Distribution Center. • New Plant start-up. • Improved case throughput from 6,845cs per day to 25,000cs per day. • Decreased yield loss from 68% loss to 15% loss and have identified additional 10% in loss. • Determined correct plant staffing based on balanced work load. • Implemented shift R & R meetings where action plans were tracked until completion. • Developed Standard Work for all Sanitation activities. • Develop new Team Leaders to have floor responsibility within their 1st month (mentoring). • Improved LEDS (downtime tracking tool) to below 2% untagged downtime. • Monday start-up performance improvement by instituting Pre-startup checklist.

Chicago, Il, Us

• Line OEE up 2.1% FY07 vs. FY06 • Set Line OEE records in February & March 2006, March and April 2007. • Set Line Barrels Per Line Hour records in February 2006 and December 2006, March and April 2007. • Served in Dual role as Team Manager and Maintenance Work Group Manager from March – September 2007 • Developed Packaging Tracking Performance tool – One data base for all key production numbers (used throughout packaging) • World Class Manufacturing implementation on Line – January 2005 (Structured communication, 5S, Work cell tours, Starpoint system, Work Team Coordinators) • Effectively manage production in a Maintenance Based Operation. • 1st Line in Plant to implement Quality at the source in the plant.

Chicago, Illinois, Us

• Interim Plant Manager from April 04 – October 04. • Managed plant closure and inventory build. • Achieved 1.5 million lb. average weekly production. (13.3% increase in production) • Develop plant production plan/schedules to build inventories to sales forecast • Set 5 volume production records from May 2004 to September 2004 at the Indianapolis plant. • Reduced cost through improving weekly production plan resulting in less operational changeovers. • Daily production meeting to review schedule attainment, % efficiency and yields. • Distribution of product to customers from three warehouse and plant based warehouse. • Improved order fill rates to 99.1% FY04.

Chicago, Illinois, Us

• Achieved 1.3 million lb. average weekly production. (8.3% increase in production) • Implemented Shop Floor Controls for Supervisors. • Reduced downtime by identifying root causes and following through with Maintenance until rectified. • Increased yield through education of employees on yields and where the product was being wasted. • Trained Supervisors and hourly employees on machine standards, safety and job specific procedures.

Chicago, Illinois, Us

• Managed Human Resources Department of a unionized plant of over 300 employees. • Reduced the number of grievances by 51%, from 102 to 50 in calendar year 1999. • Reduced turnover by 37% in calendar year 1999, from 125% to 88%. • Improved employee orientation program by making it more plant specific.

Chicago, Illinois, Us

• Responsible for Safety, Health, Environmental and Workers Compensation at 3 plants. • Workers compensation cost for over 300 employees, under $50,000 dollars in FY99, 00 and 01. • Zero lost time injuries or illnesses in 1997 then again from August 1998 until March 2001. Over 1,700,000 man-hours W/O a lost time injury. • Developed and implemented all 14 elements of the Process Safety Management (PSM) program. • Wrote and trained employees on site-specific OSHA required programs: Lockout / Tagout, Confined Space Entry, Hazard Communication, Respiratory Protection and Process Safety management.

Occupational Health And Safety Management

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