Alan Goldstein Email & Phone Number

Indianapolis, In, Us

Restoration Specialties

Schlieren, Zurich, Ch

Manufacturing Director, driving operational excellence through a re-energized infrastructure, extensive capital improvements and employee engagement. Increased overall Subway line throughput by 30% from 112 to 145 cuts per minute.Implemented 25 CAPEX projects in excess of $2MM for FY2018.Led the North America Business unit in safe days without a recordable incident.Achieved AA ratings on BRC audits two consecutive years.Achieved 100% employee completion of Alchemy Training sessions.

Marion, In, Us

Operations Director focused on increasing employee skills and engagement through the development of standardized work processes and visual manufacturing tools. The Café Valley, East facility began operations in 2014 producing cakes, muffins, and croissants. At 285,000 SF with 400 employees, this greenfield startup in Marion, Indiana had no existing knowledge base to draw upon.Established KPI performance metrics, process monitor dashboards, and supervisor-led shift production meetings/reviews.Conducted Town Hall meetings reviewing critical success factors and how they impacted the business. Educated all employees on the role of KPI’s and how their actions drove results. Developed a supervisor 101 training program focused on leadership skills and Lean, 6 Sigma ideologies.Drove efficiency improvements on the cake and muffin lines, consistently exceeding 100% schedule attainment.Optimized the croissant line conveying systems and re-engineered the de-panning process for a 23% throughput improvement and 50% waste reduction.Delivered a 99.8% order fill rate with a 99.9% on-time delivery.Commercialized four new products for three Global restaurant chains.Achieved a BRC Quality Certification rating of “A” during our first audit.Reduced safety TIR from14.1 (Feb) to 6.8 (Oct) with only 1 recordable incident in five months. No lost time in over a year. http://www.cafevalley.com/

Bloomingdale, Illinois, Us

General Manager with overall P&L responsibility. Successfully implemented an employee-driven, team-centric, work culture, utilizing the Milliken Performance Solutions methods. The 165,000 SF. Sparks facility opened in Jan. 2013 and is staffed with 200 employees operating a 24/5 schedule. Manufacturing capabilities include encapsulation, tableting, and SoftGel production, packaged in bulk or bottle configurations.Established KPI performance metrics, visual manufacturing dashboards, and employee-led shift production meetings/reviews.Developed employee driven performance system “Pillar Teams” (Safety, 5S, Continuous Skills Development, Daily Team Maintenance, Focused Improvement, Preventative Maintenance, and Plant Steering Team).Doubled the Packaging Line monthly output from 280k to 545k units in five months with employee-generated ideas, action plans.Increased production from 500 to 2700 doses per minute by standardizing operator best practices and equipment vendor training.Improved the Safety DART rate from 13.17% to 2.01% (Feb. to Dec.). The Plant celebrated over 250 days accident-free. Maintenance, Distribution, Receiving and Quality departments all surpassed one-year accident-free.Consistently increased First Pass Quality Score percentage from 82.1 to 95.3 (Feb - Dec).Achieved a record Order Fill Rate of 99% while sustaining an increase of 36% in sales year over year.Reduced “rework” inventory from $770k to under $120k by implementing a tracking program and dedicated rework team.The Sparks Plant was honored as the 2014 “Best Place to Work” by Nevada Business Weekly.Achieved “Organic” certification through Quality Assurance International (QAI) – Certified Organic.

Designed and facilitated an operational strategy, focused on leading innovation and organizational change in a 24/6 baking facility. Quantified the financial implications through a SWOT analysis of the legacy work plan. The study included all machine, process and employee interactions. Executed an action plan to drive corporate metrics and deliver on EBITDA goals.Engineered and fabricated new technology (thermal screw conveyor) to volume-metrically pump and deposit Instantaneously Quick Frozen (IQF) fruit.Slashed direct labor staffing by 56% during cold slurry production (750 line-shifts annually) using the thermal screw.Increased production/packaging throughput by 25%. Upgraded the spiral freezer /conveyor system from 3 to 4 lanes. Identified, cost justified, and delivered 31 capital, cost saving/automation projects in 2013.Achieved SQF Level 3 Quality Certification.

Planned, organized and directed all aspects of a 496,000 SF. Baking facility, energizing 850+ Union employees producing Wonder/Nature’s Pride breads and an array of Hostess Snack Cakes in a 24/7 schedule. Direct responsibilities included Production, Engineering, Maintenance, Shipping/Receiving, Transportation, Quality, Sanitation, Supply Chain, Planning/Scheduling and Human Resources. The St. Louis bakery consisted of one bread line, one bun/roll line, two cake lines and a chocolate refinery producing 86,105,758 pounds in FY2011.Reduced direct-labor 22.8% and indirect-labor 11.7% over the previous year through interdepartmental cross-functional training.Reduced total waste by 65.5% over the prior year, (64.9% yield, 55.9% cripples, 93.7% scaling) with visual standards models.Decreased line downtime from 4.8 to 1.5% running 21,205 oven hours for FY2011. Utilized Zero Based Thinking models, vigilant PM adherence and Center lining of all production critical equipment.Achieved a BRC Quality Certification rating of “A” with only two minor infractions, from Det Norske Veritas Certification, Inc.Improved OSHA TIR rate from 18.1 to 4.8 in ten months by implementing labor management and employee safety committees.Restructured the operations shop floor through comprehensive employee training, performance metrics, and visual manufacturing. Negotiated a $251,876 cash settlement from St. Louis Metropolitan Sewer District as a result of negligent flood damage. The Hostess Legal Department advised me that a pursuit of the claim would be frivolous as this was an act of God.

Chicago, Illinois, Us

Corporate Operations Manager, coordinating all activities surrounding the discovery, evaluation, validation and negotiation of contracts with third party manufacturers to support ConAgra marketing initiatives. Drove cost efficient P&L through effective relationship maintenance, cost reduction projects, and performance metrics. Managed eight contract manufacturing relationships, representing a $25,000,000 annual spend. Reduced microwave bag film costs by $1,200,000 through package redesign and aggressive materials purchasing.Repatriated WIP component (Orville mini bags) back to an internal plant for a $120,000 cost avoidance.Identified vendor invoicing inconsistencies that resulted in a $362,000 cash credit (startup cartoning vs. production).

Chicago, Illinois, Us

Directed all production and packaging functions of a four-shift, 24/7, 163,000 SF. Popcorn facility, operating 15 production lines. Duties also included the position of Plant Safety Coordinator/Risk Manager, responsible for the direction and execution of all safety programs, regulatory audits, and compliance. The Edina employee team was a very diverse group consisting of over 200 full-time and 50 temporary employees speaking 11 languages. The production staff included four supervisor direct reports and 12 assistant supervisors. Dotted line accountability included Maintenance, Shipping/Receiving, and Quality departments. The team produced 364 SKU’s averaging 85,300,000 pounds annually with an $85,000,000 operating budget.Consistently delivered production line efficiency over 90% OEE.Maintained First Pass Quality at 98.5% or above.Received “Excellent” ratings on AIB, Silliker and Schwan’s 3rd party Quality audits.Delivered an average 1.3% safety TIR with over 600,000 man hours annually for six consecutive years. Exceeded 4,000,000 safe man hours worked since the last “lost time” incident.Developed an actual versus standard staffing program which saved $620,000 in labor costs for 2006.Coordinated six new packaging line installations/start-ups. Implemented all ConAgra Performance System (CPS) programs including OEE, 5S and Centerline (TPM). Awarded ConAgra, “Safe Plant of the Year” (2002, 2003).Personal recipient of the ConAgra CEO Award for Excellence (2006).

Bachelor Of Science (Bs), Business Administration, Management And Operations

Education record