Leverages industry and company knowledge to laser focus on top bottlenecks to improve capacity and throughput.• Increased Packaging OEE by 30% by implementing RCA tools and addressing top root causes on a weekly basis• Researched, identified, and presented ideal Packaging automation equipment saving over $500,000/year with an ROI of less than 1 year. Ultimately the equipment was purchased and was a major contributor to meeting cost targets.• Focused on addressing bottlenecks in Soap Making department, raising plant output from 2M bars/month to 2.7M bars/month and increasing productivity of department by 25%. These efforts contributed to decreasing our cost/bar, our top KPI, to decrease by 50%.• Decreased consumables spend by 26%, scrap by 10%, and hazmat waste costs by 77% by questioning habits with relevant and updated data• Added packaging capability to a new plant by sharing best practices, doing time studies, ordering equipment, and training personnel at the new plant. These efforts caused a successful launch and efficiency improvements at the other plant.• Restructured and lead the Process Improvement Meeting, focusing the team on highest value projects and minimizing duplicate effort• Identified inconsistencies in output and worked with department managers to stabilize labor contributing to consistently beating volume and cost targets every month. This lead to eliminating all planned downtime in Packaging.

Shaped the culture of a plant of 130 people by leading the management team to focus on the highest impact projects to eliminate bottlenecks and maximize profits.• Averaging beating total COGS monthly targets by 10% while increasing number of shifts• Increased capacity from 1M bars manufactured/month to 2M bars/month in 7 months• Identified and reduced excess WIP causing department inefficiencies by 25% by successfully leading a plant-wide Packaging Blitz• Hired and promoted leaders in the Operations Management team to build self-reliance within the team• Developed and responsible for Plant KPI’s with emphasis on safety, quality, productivity, and profitability • Identified process needs and partnered with Supply Chain to roll out solutions quickly and effectively• Key driver of Redzone productivity software which enables operator level ownership of results• Developed a partnership with California’s Manufacturing extension to provide necessary paid for leadership training and started the path to obtain $10M in tax credits

Actively leads extrusion and recycling operation manufacturing plant with $50M+ in annual revenue. Directly manages 13 managers and supervisors overseeing 90+ exempt and nonexempt employees. Introduced and implemented Lean Manufacturing to the organization.

• Implemented an inventory and quality management system for all incoming raw materials• Successfully managed over $9m in company-wide spend• Identified supply chain risks and recommended mitigation strategies in a restricted market• Managed suppliers to achieve 100% availability of all raw materials• Developed supplier requirements and built partnerships for long term sustainability

• Led and managed 12 direct reports across three distinct department functions• Managed 4 high capacity Grinders, Shredding, Mixing, and Inspection operations• Identified and implemented procurement strategies that reduced inventory costs and improved inventory availability. Since beginning an aggressive cost savings strategy, over $600,000 is being saved annually.• Maintained steady supply of recycled material in a restricted market• Secured company-wide electric and gas contracts mitigating risk and ensuring savings of over $90,000/year• Researched and tested new materials for improved product properties• Researched and suggested a project management software and helped implement it in operations• Seeked out opportunities to decrease costs to improve profitability. Eliminated over $750,000 of unnecessary cost annually.

Chicago Untapped goes off the beaten path to unleash unexpected, authentic tour experiences. As a cofounder, George was in charge of operations, management, and logistics of the business.

• Led and managed 32 direct reports• Managed 10 High Speed Packaging Lines• Site leader for the WWS Team, a key HSE Team• Implemented and executed 30-60-90 day RACI action plans to drive results for SPQCDM department AOP/IBP metrics• Ensured daily/weekly/monthly production attainment/adherence goals were met• Established clear business and people expectations for direct reports and provided clear and candid feedback on results • Successfully drove SBP with 100% map over of employees to Proficient and Advanced levels.

• Led and managed 31 direct reports on 8 High Volume Processing Lines• Exceeded 2010 press productivity metric goals• Led Ergonomics Kaizen Blitz leading to 20 Kaizen implementations• Maintained MARS system as the Site Trainer and Expert• Led HPWS Team to a successful completion of Step 0.5• Determined C’11 Budget and AOP for the Processing department.• Planned all AIB efforts in the department resulting in a Superior score of 980

• Organized and implemented a new product on a production line using RCO concepts, decreasing changeover time by 75%• Led daily packaging meetings to address top issues from the day and put countermeasures and responsibility to each issue• Site Trainer and Expert on program tracking each machine’s efficiency as well as downtime occurrences• Led an Autonomous Maintenance team through two machine components• Led Material Quality partnership with supplier, was responsible for updating scorecards that had company-wide visibility and introducing new case design to decrease downtime• Supported three different plants as a SAP Super User• Led 1st site HPWS (High Performance Work System) Team to Pass Step 0.5 and 1.0

• Supervised, counseled, trained and evaluated up to 41 employees involved in various production processes • Trained over 80 employees on proper forklift use and delivered new employee safety presentations • Managed over $500,000 of equipment and related department budgets• Utilized short cycle management principles, including statistical process controlproblem solving, Total Productive Maintenance, and Total Quality Control• Devised flagging system for the cartons department to eliminate unnecessarydowntime• Created a benchmarking system for machines in department showing machineutilization

• Notified engineers of over 200 part changes from manufacturers• Compiled ROHS-compliant list of over 1000 parts for contract renegotiation• Reorganized all screws and circuit boards for a more efficient retrieval method for the production floor• Reorganized and relabeled all customer orders for easy access• Prepared a weekly new purchase list for ROHS parts orders