Leonard Harper Email & Phone Number

Manage manufacturing plant with combined 600,000sqft of manufacturing and warehouse space.1 x manufacturing facility and 2 x external warehouses for RM’s and packaging and FG.Devised safety, quality and employee retention programs that reduced OSHA recordables from previous year, beat previous record for minimizing on-hold FG to less than 3% and reduced annual turnover from 55% to 25% or less.Overhauled overall plant OEE by 10% within 12 months, and developed plans to increase an additional 5% with a stretch goal of 10% in 2024.Designed a robust, productivity program that delivered $850,000 of operational savings in 9 months in 2023 and expanded program to a $1M target for 2024, with a pipeline of over $7M in ideation ideas over the next 3 years.Established regular listening sessions with production, quality, materials and maintenance departments to gauge effectiveness of implemented programs to drive the bottom line while addressing key employee concerns.Implemented all four modules of RedZone and ensured adherence to schedule through detailed progress reviews and updates. This program has now become a key tool in our visual factory management system and is the backbone that we have built our training and audit systems on.Recruited to pioneer SunOpta1 Manufacturing System development at Allentown and lead rollout across the network.

Key responsibilities include developing manufacturing site departments including engineering, maintenance and facility, production, master planning and shipping and warehouse departments.Oversaw plant safety program and be an advocate and champion for improving safety cultureDirected manufacturing plant with combined 400,000sqft of manufacturing and warehouse space and $100M plus revenueDeveloped and implemented Lean Six Sigma Green Belt program and two supervisors and one manager are currently enrolled in training to improve overall plant capacity to implement continuous improvement methods.Partnered with corporate Customer Service, IT, QA and Sales functions to ensure that the plant delivers expected production performance while maintaining appropriate conversion cost/lb

Key responsibilities include creating direction for team to efficiently execute multiple projects against goals while ensuring alignment with long-term plant growth and improvement strategies and leadership of multiple internal and external resources.Pioneered the creation and design of new manufacturing and packaging processes to support business cost reduction by $6MM and product growth programs while driving strategic Capex plan for JAX and BNJ plants.Transformed process improvement methodologies within team to upgrade equipment/people capability and effectiveness to meet business goals i.e. Turn Time Reduction Initiative to reduce C/O by 50%Successfully created and championed Capex requests against BNJ annual budget; in 12 months implemented $25MM capital budget.Created work plan and maintenance and engineering staff roadmap which resulted in an increase in engagement in the engineering and maintenance teams with a focused training and career development process.

Key responsibilities include process and packaging equipment evaluation and project development using lean manufacturing principles and $12MM engineering and maintenance staff and equipment budget.Site delivery lead for $34MM Aseptic High-Speed Bottling LineDirected commercialization of unique Bai Beverage and Monster Energy formulations through innovative redesign of existing equipment assets.Oversaw team of 30+ maintenance/engineering resources across four shifts, crafted new annual and semi-annual maintenance and engineer review process to engage staff.Established and fostered mentor/mentee program with maintenance/engineering staff leveraging internal/external resources which resulted in 30% less personnel turnover.

Key responsibilities include technical account management and manufacturing support for North America with critical co-manufacturers valued at over $200MM/yrKey account lead coordinating commercialization and cost improvement programs at co-mansOversaw two cost reduction programs valued at over $3MM each at Port Jervis and Quebec.Johnson & Johnson Production System implementation leadAttended global J&JPS summit to co-lead North American JJPS rollout at Lititz plant

Continuous Improvement & Process Excellence Lead for Lititz, Pa ($1.2B consumer manufacturing site), responsibilities included:$8.5MM plant Continuous Improvement annual goal.Developed and championed hands-on coaching and innovation sessions to fill CI funnel.Initiated and directed innovation platform global implementation to accelerate savings.Devised new process for lotion manufacture leading a cross functional team of product developers, and engineering/QA, transitioned Lititz to network COE for lotion manufactureManaged and cultivated intern program and site mentorship program

Process development manager responsible for $1.1B North American Simple Meals business. This business includes Pace Salsa, Prego Sauces, Chili’s and Swanson Brands, responsibilities included:Developed new Alfredo sauce manufacturing process, from pilot plant to full-scale commercialization.Direct and indirect leadership experience of Simple Meals Engineering and Product Development Team and resources, including mentorship, performance reviews, and annual goal setting

Process and Product manager for “Soup Common Platform” initiative, creating differentiated, innovative manufacturing methods across Campbell’s thermal network.Defined the “Strategic Product Design” philosophy that became the Campbell Soup Playbook for technical partnership between product development and process engineering activities and links equipment design and capability with defined design criteria, existing assets, technology and ingredient formulation.Directed process engineering, product development and packaging network teams with over ten direct and indirect staff who designed the “Plant of the Future” soup manufacturing system concept$150MM Capex was approved based on a multi-plant network plant upgrade strategy over the course of 4 years. This program realized savings of over $100MM per year.

Process and project engineering support for Soup, Sauce and Beverage business.Developed and installed multiple projects, including spice handling system, small batch high shear mixing, liquid flavors ingredient station, bulk flour handling system and control algorithms for improved direct steam process heaters.

Master, Engineering Management

Bachelor, Mechanical Engineering

Lean Six Sigma Black Belt