Responsible for 11 Keurig Dr Pepper Manufacturing Plants

Responsible for the strategic planning of the Cold Supply Chain, while developing and executing plans throughout 19 Manufacturing Plants with a complex portfolio of carbonated beverages, apple extraction & processing, aseptic still juices, BIB, and alcohol ready to drink. Cold Productivity delivering back $47M in 2023 of organic Productivity, while building a 2024, 25', 26' pipeline that doubles 2023 $47M.

Fully responsible for the production of 31MM Safe, Right the first time Quality cases that meet the time needs of our customers, while driving financial value through leading and improving a highly productive workforce.  Total annual P&L responsibility $40MM. Total EEs 425 with 300 Union EEs, 14 diverse production lines, 1MM sq ft & 207 acre footprint with fully automated boiler house & waste water treatment facility.Accomplishments:Developed Safety Risk Reduction tool that helped enable a 65% reduction in total recordable incidents while maintaining a <1 LTIFR.Delivered 5 consecutive years of decreased Consumer Complaints utilizing Kaizen to attack top opportunities.   Delivered year over year cost per case improvement of $0.05 or $1.7MM heavily enabled through Kaizen.  Top Kaizen events included:Safety:  Required 50% RRN reduction in every Kaizen.Productivity:  Sauce CIP frequency reduction, Sauce CIP time duration reduction, Flavor C/O optimization, Package C/O predictability & reduction, Parts Room 5S (Phase I & II), Williamson Line Packer Infeed (DT reduction).Improved Plant OEE by 4.5% utilizing root cause analysis to clearly identify top opportunities against man, method, material, environment and machine.Launched Total Productive Maintenance (TPM) focusing on key pillars: Environmental Health & Safety, Leadership, Education & Training, Focus Improvement, Autonomous Maintenance, and Planned Maintenance. Deployed A3 problem solving tool for Group Leader & Supervisor team to drive problem solving culture. Deployed site wide visual management tool that focused on Safety, Quality, Delivery, Productivity, and Growth, by area.Eliminated non-value added activities through the implementation of Leader Standard Work at G/L level up to Plant Manager.Leveraged over $15MM of capital in 3yr period utilizing facts and data, with clearly articulated plans for Plant improvement.

Lead a team of 15 quality auditors across 3 shifts (24/7 continuous operation) including site microbiologist, document control coordinator, quality team leader, quality technologist, and assistant quality manager. Accomplishments:Strengthened and maintained required food safety and quality compliance, to include:  NY State Ag & Markets, FDA, FSSC 22k, AIB, Organic, and cGMP.  Rebuilt leadership team within the QA department while developing the internal team for GL, Supervisor, and Manager positions.   Modernized and maintained 20+ HACCP Plans spread across 14 diverse production lines, to include; Aseptic Production, BIB, Cold Fill, Hot Fill, and Apple Sauce. By focusing on each production lines top quality opportunity (Pareto) along with Root Cause Analysis and Corrective Action, our team achieved a perfect 24 month record 100% market score. Successfully gained / maintained Organic, Alcohol, and Non-GMO certification for the Plant.Completed auditor certification training and successfully led Williamson site to a 100% corporate / internal audit compliance score.

Production ManagerDirectly responsible for the production of 25 million annual cases. Responsible for day to day production metrics including: safety, quality, productivity, right the first time, schedule adherence, yield, and cost. Equally responsible for leading continuous improvement projects to improve employee safety, increase efficiency, and lower cost.Additional Responsibilities / Accomplishments:Improved department and plant safety year over year to achieve site lowest ever safety ratingIncrementally increased plant OEE and TME year over year while beating corporate provided plans each yearLowered or maintained cost per case year over year while challenged with material and transportation increased each yearImproved online flavor changeover metric by 50% while maintaining right the first time metricDrove a culture of ready now talent by implementing development plans for each technician, team lead, and supervisor within department. Prepared department for openings at all levels by developing area and equipment specific training materials to allow for smooth rotation of employees (lateral and vertical rotation)Plant recycling / sustainability efforts to achieve company goal of >95%