Assisted with buildout, startup and process validation of new production facility from empty warehouse to being the largest cold process soap facility in the United StatesBuilt team through hiring and promotion and trained team to follow standard procedures that had been developed for the plantScaled facility from 0 to 1 million bars/month in 6 months while reducing costs by 40%. Increased production to 3 million bars in the following 6 months while decreasing costs. In the subsequent 6-months scaled up to 5 million bars/per month with a further drop in costs by 40% from the previous lowDeveloped processes and procedures for the team and facility for daily activities by providing hands-on leadership on troubleshooting and future planning to generate learning and improvement opportunities leading to an increase in yield by 15%Planned and executed on product development through new SKUs, instrumentation and implementation of 5S

Led safety first mindset, helping the brewery to a milestone of over 2.1 million hours without a lost-time accident, the longest time Anheuser-Busch North America had gone without an LTI Responsible for process area KPIs along with tool usage to sustain and develop these KPIs. These tools were then used to validate and identify areas of concern along with problem solving to mitigate and eliminate issues such as idea generation from team members leading to 50% reduction in specific faults for equipment centersSchedule and manage maintenance activities through planning of preventative maintenance, overhauls and emergency repairs and budgeting $20,000/month for these activities. Usage of SAP and excel to monitor and trackLed team engagement and developed team member’s knowledge through organizing vendor training, upskilling with internal tools, regular communication and meetings to address teams concerns and future of line

Translated packaging department strategy into tactical application on shift through communication with support managers and day-to-day interaction with union members regarding coaching on new tools and job expectations. Leadership resulted in only shift with 100% acknowledgement of triggered PIs with reaction plan usage and 5-why generationBuilt union and leadership teams through development and coaching while handling issues as most senior manager on off-shifts with 100 operators and technicians across 4 unions and up to 4 managersMonitored and adjusted plans and their execution to maintain the highest safety, quality and production possible helping to lead teams to highest production days and shifts in brewery history along with highest production KPIs on my shifts across multiple rotationsDeveloped and executed strategy for improved performance on shift by organizing other managers and team members and using problem solving techniques for root cause analysis leading to elimination of specific issues across multiple lines leading to greater uptime and production

Front line supervisor on rotating shifts responsible for 40 people across 4 unions reporting to me and providing leadership and guidance through one-on-one coaching, support through problem solving and disciplinary hearingsAssisted with driving autonomy to union shop members with new tools and encouraging problem solving at a front-line levelWorked with other supervisors to develop plans for the shift with regards to planning of production and movement of people to cover gaps

Designed a detailed Value Stream Map (VSM) of a product line including the accompanying information to better understand the process. Used the Value Stream Map to generate areas of improvement and offered potential solutions to each area by reducing the distance traveled for the parts and reducing costs by up to $500,000Designed new fixtures to help streamline existing process by minimizing re-work and process time by 30%Created and updated documentation regarding cycle time, standard work and process and product changes