Joe Huffer Email & Phone Number

Provides leadership to bottling operation. Responsible for delivering results in safety, quality, productivity/cost, schedule attainment, and people development. Utilize previous manufacturing leadership experience to establish/improve procedures and processes in all aspects of the operation, while maintaining the plant's supportive and engaging culture.

Massillon, Oh, Us

Provided process improvement support and operations leadership to deliver results in safety, quality/food safety, and productivity for this 24x7 cookie and cracker production operation.• Supported Plant’s Operations Team while a permanent Operations Manager was sourced.• Led quality improvement initiative to improve consumer complaints on Zesta saltines.• Led a Focused Improvement Team to drive throughput improvement on sandwich cookies.• Supported plant preparation for upcoming SQF Audit.

Rotterdam, Nl

I was promoted to the Plant Manager role and was responsible for all plant activities for the plant, producing over 8 million cases per year. Led improvement in virtually all key metrics. - Team consisted of 150 total employees, including 7 direct reports. - Improved plant EBITDA 154% year over year. - Built a new leadership team, placing three new members. - Improved hiring/recruiting efforts during a challenging labor market. - Delivered 30% improvement in line efficiency over previous year thru improved maintenance PM processes, training, and daily direction setting. - Delivered improvements in safety and quality thru improved systems, auditing processes, and plant improvements. Delivered a 30% reduction in consumer complaints thru improved procedures, systems, and audit processes. - Supported installation of new filler for Monster line, resulting in 40% improved throughput for that operation.

Rotterdam, Nl

I led the Production Department of this co-manufacturing operation, driving results in safety, quality, service, cost, and people development in this 24x7 beverage operation. - The team consisted of 80 employees and 7 direct reports. - Three production lines and a processing area that produced and packaged carbonated beverages for large beverage companies like Pepsi, Monster, Brown-Forman, among others. - Led efforts to deliver over 25% efficiency improvement in first year thru improved startup and changeover execution, planning, and procedures. - Improved SOP’s and implemented their use to improve operator training and capability.

Battle Creek, Michigan, Us

After my developmental opportunity in the quality role, I was able to move back into my operations role. I led the Operations Department and Production Planning Team, delivering results in safety, quality/food safety, customer service, cost, and people development of a 24x7 operation. • The team consisted of approximately 300 employees, 18 salaried employees, and seven direct reports. • Five production lines produced approximately 120MM pounds of food per year, with an annual budget of approximately $110MM.• Led the team thru a period of unprecedented organizational change including:o Leadership Changeso Organizational Restructuringo TPM Startupo Keebler Cookie Portfolio Divestitureo 24 hour Continuous Crewing Model Startup

Battle Creek, Michigan, Us

I took this role on as a developmental opportunity to become a more well-rounded leader. In this role, I ensured that the sanitation, quality, and required regulatory standards of food safety were consistently applied for the entire facility. • Led a team of 70 employees, including nine salaried employees, and three direct reports.• Created plant strategy as a member of the Leadership Team to reduce $7MM in overall factory cost thru 2016 BCT and IAM contract negotiations. Helped coordinate communication and strategy execution.• Coordinated the creation of the new Cincinnati Kellogg Food Safety Plan to ensure compliance with the new Food Safety Modernization Act. Plan was validated by the FDA during an unannounced visit.

Battle Creek, Michigan, Us

I led the Operations Department, delivering results in safety, food safety, customer service, cost, and people development of a 24x7 operation.• The team consisted of approximately 400 employees, 22 salaried employees, and seven direct reports.• Seven production lines produced approximately 180MM pounds of food per year.• Delivered groundbreaking change in 2013 BCT contract negotiations as part of Negotiating Team.• Led department thru a time of reorganization and labor optimization, resulting in savings of over $1MM. • Created an Area Ownership Program which segregated the 500,000 square foot plant into 37 separate areas with unique owners, responsible for safety and food safety auditing and follow-up.

Battle Creek, Michigan, Us

I led the continuous improvement efforts of the plant thru Lean Six Sigma principles to remove waste and drive cost savings initiatives at all levels of the facility.• Trained all levels of the organization in the Lean Six Sigma problem solving process.• Created a program to assign and manage supervisor-led Lean Six Sigma projects. Coached supervisors through the delivery of the projects, and tracked progress in bi-weekly review meetings. This program resulted in $750K in annual savings.• Partnered with corporate packaging technical resources to lead initiative to reduce packaging material costs, resulting in $400K in annual savings for the plant.

Battle Creek, Michigan, Us

I led four production lines (Saltines, Vanilla Wafers, Club Crackers, Franchise Bag Cookies), delivering results in safety, food safety, customer service, cost, and people development of a 24x7 operation.• The team consisted of 150 employees, including 12 salaried employees, and three direct reports.• These four production lines produced over 100MM pounds of food per year.• Coordinated the redesign of Vanilla Wafer packaging, which resulted in improved efficiency and flexibility for the line. Cost variances improved by $100K, and line utilization improved by 20% as a result of the improved flexibility and ensuing Town House Toppers startup. • Led the team through several new product startups and product transfers including Multi-Grain Club, Wheat Saltines, Townhouse Toppers, and Mini Vanilla Wafers, generating approximately 10MM pounds of new volume for the plant.

Battle Creek, Michigan, Us

I led the saltine line, delivering results in safety, food safety, customer service, cost, and people development of a 24x7 operation, producing over 40MM pounds per year. • The team consisted of 50 employees, including three salaried employees over three shifts. • Led team thru line restructuring, which eliminated restaurant pack operation, and increased grocery operation capacity by 25%. • Coordinated several cost savings initiatives during this time, including labor optimization and efficiency improvements. These included redesigning the cracker breaker/spreader operation which resulted in $300K in annual savings.

Battle Creek, Michigan, Us

I led first shift operation of saltine production line, with approximately 15 direct reports. • Created operator SOP’s to improve operator consistency.• Designed supervisor critical checklists to streamline the monitoring of key performance variables.• Designed operator quality checklists to monitor key quality parameters

Plano, Texas, Us

I led packaging operations on second shift for corn and potato chip products, approximately 25 direct reports.• Led film waste initiative across all three shifts.• Coordinated training for new packaging machine operators.• Facilitated operator-led continuous improvement teams • Conducted safety and food safety audits