Lance Altizer Jr. Email & Phone Number

Thousand Oaks, CA, US

Abbott Park, Illinois, US

• Responsible for manufacturing operations of the 2oz Infant Formula Packaging Line. Managed a team of 76 total team members comprised of 7 exempt and 69 non-exempt employees. The 2oz packaging line manufactures.
• Directed commercial integration and validation of a $90MM bottle filling and retort project to replace aging assets. Managed commercial production startup learning curve adherence, staffing of 26 new employees in 6.
• Spearheaded the manufacturing operating system for the 2oz department to drive cross functional accountability amongst the technical services team, quality organization, and global engineering resources. This MOS drove.
• Orchestrated staffing and cross training plan to expedite operational readiness of 69 operators across the 24/7 operation on 2 commercial manufacturing lines.
• Optimized sales and operations planning through novel dual-path production scheduling, capacity/loading modeling, and data driven performance improvement efforts to meet 87MM unit commitment through Q2 of FY22.

Abbott Park, Illinois, US

• Responsible for process improvement and lean manufacturing across the 2oz liquid bottling line. Core program ownership includes leadership of departmental process improvement team, root cause analysis, and performance.
• Developed 2oz End to End Integration Plan in partnership with 2oz operations and technical leadership. This plan was used to track milestone progression for performance gap closure in preparation for commercial.
• Supported cross-functional department leadership in reformation of management systems and reporting process on new 2oz bottling line. This included reporting optimization, data integrity analysis, short interval.

Abbott Park, Illinois, US

• Hold functionally responsibility for daily operations of the Day Shift 1 Pedialyte Liquid manufacturing line comprised of 12 manufacturing operators. The Altavista Pedialyte Line is a 24-hour, 7 day/week, liquid.
• Lead Pedialyte Operations Readiness Team responsible for full validation and implementation of 2021 capital projects including 2 new autoclaves, case packer, loader, and case conveyors. Total investment of $10-12MM.

Abbott Park, Illinois, US

• Hold functionally responsibility for daily operations of the 1st Shift RTH Production Team comprised of 9 manufacturing operators. The Altavista Ready-to-Hang Line is a 24-hour, 5 day/week, liquid filling line.
• Enhanced effectivity of cross-functional “RTH Process Improvement Team” responsible for week-to-month operational performance and continuous improvement. Altered meeting structure, participation, data analytics, and.
• Facilitated continuous improvement initiatives including RCA and Kaizen to drive overall equipment efficiency (OEE) improvements of approximately 1.1% in 5-month over prior 5-month metric analysis. The line yielded 8%.

Abbott Park, Illinois, US

• Temporarily adapted role to support the Receiving and Ingredient Storage team as temporary supervisor in absence of supervision during the early stages of the 2020 COVID-19 crisis. Responsible for day-to-day execution.
• Expedited execution of sitewide initiative to transition existing forklifts to 28 new units with an annual lease of ~$350,000. The project required significant project management, inventory management, Kanban/storage.
• Formulated extensive 3-year strategic plan to address departmental performance gaps in area ownership, reliability, staffing, and warehouse utilization.
• Orchestrated emergency staffing initiative during a severe shift staffing crisis to fill 10 open positions across 3 shifts. Collaborated with division leadership to expedite hiring process, improve training plans, and.

Abbott Park, Illinois, US

• Responsible for continuous improvement and lean manufacturing across 7 production departments, multiple support functions, and the regional distribution center. Core program ownership site-wide of root cause analysis.
• Spearheaded cost improvement identification and execution of projects site wide to deliver $3.5MM cost improvement over three years 2019-2021. Provide project dedicated project leadership to drive to completion through.
• Constructed Shingo Prize strategic plan to shape site-wide continuous improvement. This platform, designed by the Shingo Institute, drives sustainable Lean and Six Sigma culture through guiding principles, systems.
• Reinvigorated site-wide root cause analysis program. Utilized change management tools to ensure voice of the customer as the core consideration. Through restructuring, training, and ample support, the program is now.
• Facilitated over 50 separate problem solving and risk analysis events to drive resolution of various complex manufacturing and support system issues. Events resulted in hundreds of action items to strengthen existing.
• Enhanced shop floor data analytics through use of Six Sigma tools and framework to support filling line manufacturability. Extrapolate detailed equipment reliability analyses, as well as, bottleneck and constraint.

Auburn Hills, Michigan, US

• Led a skilled workforce of 8 Hot End Operators responsible for transitioning raw materials into plate glass.
• Developed Hot End Supervisor Training Guide to support the transition of future supervisors this new role. The guide ensured new production supervisors received ample training based on lessons learned to become.
• Drove 4% process yield improvement for production shift through creation of shift vision, clearly defined roles, responsibilities, and expectations, as well as assigned ownership within the team.

Auburn Hills, Michigan, US

• Held functional responsibility for Tin Bath and Annealing Lehr operations on the DeWitt Float Glass Line including production safety, production yield, maintenance, and process improvement.
• Cultivated KPI growth for glass trim, profile, and product changeover loss across 4 operating crews. Reduced trim loss from 8.5% to 8.0% and profile loss from 1.5% to 1.0%.
• Implemented production schedule optimization strategy to limit unnecessary production losses and process upsets while accommodating regional sales and distribution strategies. Optimization resulted in 22 tons/month.
• Temporarily adapted roles and responsibilities to accommodate the needs of a $64 Million Cold Tank Repair. The Cold Tank Repair Team was responsible for the shutdown, demolition, construction, and heat-up of the Float.
• Championed emergency process upset restoration and furnace startup throughout North and South America as part of an International Furnace and Tin Bath SME Team.

Bachelor'S Degree, B.S. Industrial And Systems Engineering, Business Minor

Master Of Business Administration - Mba, Finance, General