As the continuous improvement engineer I developed and effectively executed the plant expense and capital budgets programs as well as researched and investigated vendors and equipment manufacturers, and provide overall project designs with costing. Able to layout line configuration by using such programs as AutoCAD. I was responsible for improving the efficiency of the operation by using mathematical methods to redesign manufacturing and information technology systems. I Identified areas for standardizing processes as well as identified process bottlenecks and constraints and provided solutions for eliminating those obstacles. I also managed and maintained the reporting of Metrics, KPI’s, and Scorecards for Manufacturing Plant. Oversaw the maintenance department as well as set up a inventory system for managing parts.

I began with Twin rivers as the plant manager at the Neosho plant where I was responsible for 400 team members and 16 managers. I managed, developed, and led staff in pursuit of operational and process improvement objectives, ensuring proper training of staff in all departments for effective performance of their job duties. As well as participated in strategic and operational planning, and demonstrated leadership in implementing initiatives into the Plant Operation. I developed, monitored and analyzed production data and information. Was proactive in identifying and correcting variances that jeopardize efficiency, quality, food safety, and cost objectives. I effectively work with other functional areas (QA, Planning, scheduling, Distribution, Accounting, HR, R&D, Marketing & Sales, etc.) as necessary to manage day-to-day operations.

As the assistant plant manager at Pine Bluff I was responsible for 200 team members and 10 supervisors. I managed, developed, and led staff in pursuit of operational and process improvement objectives, ensuring proper training of staff in all departments for effective performance of their job duties. As well as Participated in strategic and operational planning, and demonstrated leadership in implementing initiatives into the Plant Operation.

As the General production manager at Berry street I was responsible for 160 team members and 7 supervisors. I managed, developed, and led staff in pursuit of operational and process improvement objectives, ensuring proper training of staff in all departments for effective performance of their job duties