Eric Stone Email & Phone Number

New York, United States

Senior Manufacturing Consultant specializing in providing tools and options to optimize manufacturing processes to improve employee safety, the quality of products, efficiency, costs, and sustain elevated operational performance.

Lynnfield, Ma, Us

Lafayette, Ny, Us

Lynnfield, Ma, Us

Lynnfield, Ma, Us

Lynnfield, Ma, Us

Current Responsibilities: Lead facility in safely producing 80M+ gallons of quality dairy and non-dairy beverages annually  $40MM operating budget 6 direct reports, facility of 300 team members 8 processors with 10 high speed packaging lines  Palletization with Alvey automatic palletizers and ABB robotic palletizers  Fulfilling orders of approximately 85 loads and 10 inbounds per day.Key Achievements: Safety commitment reducing recordables by 50% in 2018 from prior year 2018 & 2019 SQF score of 99% achieved; highest ever in broader organization of 13 plants Factory efficiency improvement by 7% in two years. 30% volume growth in three years Overall labor efficiency improved by 17% Developed partnership with regulatory agencies to achieve best for all parties Attribute all improvements to employee engagement via empowerment

Chicago, Il, Us

Provide leadership in a turnaround situation. Provide vision, strategy, and coaching to improve facility performance. Unionized facility. Key Responsibilities: Manage 330 associates out of the 550-plant population where the International Association of Machinists serves as the bargaining unit. 11 high speed packaging lines package ~10MM barrels (bbl) annually (137,780,000 cases) 5 can lines (6 can sizes) produce up to speeds of 1,700 cans per minute (aseptic & tunnel pasteurization) 5 bottle lines (7 bottle sizes) produce up to speeds of 1,200 bottles per minute (aseptic, tunnel, & flash pasteurization) 1 keg line for on premise sales (aseptic filling) Palletization of finished goods with 14 Alvey automatic palletizers and 1 Krones robotic palletizers, all coupled with automatic stretch wrappers 600 SKUS produced over a 4-week cadenceKey Achievements: Safety commitment reducing recordables by 20% in 2016 from prior year Quality rating improvement by 3 points year over year Factory efficiency improvement by 3 points year over year Labor efficiency improvement of 6% (11.7 bbl./labor hour to 12.4 bbl./labor hour) Overtime management reducing percent of total overtime from 23% to 12% Enabled $5MM turn around in overall cost within 6 months

As a portion of the Craft Supply Chain Division of MillerCoors, provided leadership and responsible for full P&L, safety, quality, finance, logistics, production, and warehousing of newly aquired Crispin Cider Company, which included two local sites and one 3rd party logistics firm. Key Achievements: Reduction in recordables by 75% since 2012 Employee safety committee established and empowered Established 5S and structured communications Improvement of water ratio to cider produced by 30% (’13-’15) Enabled asset care program implementation at site Transformed the culture of site by establishing a foundation around Safety, People, Quality and Continuous Improvement On time and business plan delivered of $4MM capital project Developed partnerships with the regulatory bodies on opportunities and resolutions for all Costs of >$100/bbl taken out of business via these vehicles:o Cider Integration implementationo Leadership Team Reorganization implementationo Capital projects development and implementationo Enabled ambient keg shipment through micro qualification o “On top” cost savings initiatives ($934K 2013; ~$700K 2014) Scheduled, developed, and executed a 5-year Craft Supply Chain strategy development session – ‘15 Enabled capabilities to gain approval to move Henry Weinhard’s soda to Colfax – ‘15 Worked jointly with Corporate project manager for Cider sourcing before requirements exceed site capacity Evaluated and provided input on a merger and acquisition consideration, which was executed  Earned “The Ringo” Hoppy Award for “Best Contribution to Tenth and Blake by external business partner” T1, 2014 and Annual 2014 Overall Maintained non-union status

Chicago, Il, Us

Overall responsibility for Unit (four high speed can lines) in respect to safety, people, quality, service cost, and responsibility of a union facility.Key Achievements: Changed mindset towards safety by driving safety work order completion to 100% Led pedestrian/traffic assessment team and implemented improvements Facilitated improvement process for draft sanitation including improved micro results and 30% in reduced time to clean As packaging HACCP development team leader process was completed ahead of scheduled and helped others execute their areas Developed C1 line as a model line from many aspects and shared with others  Built partnerships with key peers by use of service level agreements Enabled C1 process improvement for draft concerns around Coors Light – Quality Index 97% in 2011 vs. 82% in 2010 Demonstrated relationship building by leading department union stewards meeting Quality index, OEE, beer loss, labor and maintenance budgets at goal with many exceeding Developed and implemented Project “Elevate” for can lines to drive improved performance from safety through cost attributes

Manager of Business Unit IV (Curing and Finishing) 2005 – 2006 Successfully managed a budget exceeding $30MM for a production department with 320 associates Responsible for Safety, Quality, People, Production, and Cost of department Green Belt in Six Sigma enabling many improvement projects  Enabled efficiency improvements through employee owed continuous improvement projects Maintained non-union status Manager of Plant Quality Assurance, 2001 – 2005Key Achievements: Led and gained support from corporate to begin the process of pursuing ISO 9001 LEAN manufacturing steering committee member and facilitated Kaizen events Completed the quality at source implementation, with the Quality department operating as support Point person working with joint venture in China for 2 months to outsource tires Department Manager of First Stage Tire Assembly, 1998 - 2001 Production Foreman, Tire Assembly 1996 -1998Production Foreman, Curing and Finishing, 1992 - 1996Quality Engineer, 1991-1992Quality Assurance, Tire Reclassifer, 1986 -1991Quality Assurance, Tire Technician, 1984 – 1986

Master Of Business Administration - Mba

Bachelor Of Arts, Business