John Hallen Email & Phone Number

Dublin, Ie

Atlanta, Georgia, Us

Served on Leadership Team to rapidly improve financial performance of Consumer Mills segment. Responsible for FY21 $111MM Productivity improvement. Directly leads team of eight and influence 5,000+ employees.* Directly lead Performance Excellence (Productivity) team with Project Pipeline development of opportunities, various Lean/Six Sigma Project teams to dramatically improve business performance* Integration of Support Organizations into Business segment - Responsible for Major Joint Initiatives to simplify business (top side to $111MM Productivity)* Serve on Leadership Team for alignment of all business functions (organize and facilitate process)* Ransomware Event - appointed to lead daily briefings for business as well as maintaining business continuity

Norcross, Ga, Us

Lean Six Sigma Master Black Belt working with the Consumer Packaging Mills Group. Utilize the Lean-Six Sigma Methodology to improve the business and manufacturing processes. Serve as a coach and mentor to Green Belts, Black Belts, General Managers, and Senior Leaders. Work on projects involving manufacturing, supply chain, and customers to understand requirements and proactively address the opportunities. Use DMAIC, Kaizen, and other processes for continuous improvement.

Atlanta, Ga, Us

Internal consultant tasked with enhancing operational effectiveness of up to 20 gypsum plants throughout North America.* Developed methodology to financially measure effectiveness of operational efficiencies; resulted in a $6MM savings to the organization.* Led team to determine optimal staffing levels for effective plant operations saving the company $4MM in 2009.* Directed team that identified and are capturing non-gypsum paper opportunities for Gypsum Paper Assets. This successful project identified five new products that are being run on the idle machiney; projected revenue in 2011 is $5MM - $8MM.

Atlanta, Ga, Us

Post-acquisition of Georgia Pacific by Koch Industries, selected for role as corporate operations excellence to transition global manufacturing operations to enhanced work process methodology. Supported Paper Mills, Dixie, and Gypsum Divisions.* Reduced overhead and expanded operator ownership resulting in significantly lower manufacturing costs.* Corporate expert for Operatons Excellence, rollout across GP manufactring sites.

Atlanta, Ga, Us

Directly involved with Dixie President and Vice-Presidents in developing and executing business strategies.* Led Dixie MOR process that improved initiative execution throughout the division. In 2005 Dixie's profit increased by 28% with flat revenue.* Improved exection of key initiatives by developing a simple management tool for trending key business areas (critical few analysis). Drove ownership and accountability of results.* Led SWOT analysis that developed a division-wide corporate for double-digit growth.

Atlanta, Ga, Us

* Captured over $15MM in savings by using McKinsey model for capturing manufacturing and business opportunities.* Identified $53MM in opportunities at Green Bay Day Street Mill diagnostic. First wave realized $6.8Mm in savings.

Atlanta, Ga, Us

Oversaw the Packaging Division's (50 plants in division) Quality, World Class Maintenance, Corrugator Throughput, and Special Projects.* Facilitated three reliability teams between Georgia Pacific's and largest customer, Proctor & Gamble to improve reliability of corrugated supplied to P&G. Reduced number of jam ups at P&G (dry laundry) plants by 52%.* Used negotiation skills for Special Project by Division President to integrate box plants with FiberCorr paper mill. Resulted in FiberCorr's ability to resume hedge and principle payments; Netting $23MM for the assets.

Atlanta, Ga, Us

Structured methodology for employee involvement capturing costs and throughput opportunities and implementing World Class Maintenance (based on McKinsey).* Assisted Buena Park, CA with "capturing" $2.5MM in opportunities. Led Breakthrough teams to increase corrugator uptime by 6.2%. Operating profits increased 329%.

* On-site leader of 125 non-union hourly employees and 10 salaried employees. Created safe, quality oriented, work environment dedicated to continuous improvement and sustained growth.* Increased plant production by 100% in less than two years. Installed state of the art manufacturing process, and recruited and placed over 60 employees.* Implemented continuous improvement processes teams that reduced production costs by 37% over 2 years, achieving greater labor savings that any other Inland facility.

Managed all plant related functions for this non-union manufacturing facility. Directed activities of 200+ hourly and 14 salaried employees.* Implemented processes and improvements that achieved 5% increase in production in an existing world class facility. (132,000 tons per year)* Organized committee to evaluate options for "four shift, seven days rotation schedule". Evaluation led to successful work schedule and improved production.* Recognized for managing most efficient manufacturing facility with lowest labor-hour costs in the company.

Industrial Engineering, Industrial Engineering

Mba