Nick Heiser, Mba Email and Phone Number

Responsible for managing operational planning and execution through the S&OP cycleManage operations for all packaging operations, processing contracts and 3rd party warehousing and transportation.Team leader for ERP system transition and implementationDevelop strategy for inventory levels on raw and finished goodsLed development of 5 year plan for processing facility capex plans

Manage all aspects of the operation including procurement, logistics, inside sales, fulfillment, maintenance and production for 2 facilities and 100 employees both salaried and non-union.Implemented and maintained KPIs that have driven an 8% increase in margin and 18% increase in revenue for the $50MM business.Expanded facility’s capacities for emerging product lines by installing 3 new lines and an additional oil press.Implemented S&OP/Demand Planning and MRP system that resulted in an 9% increase in fill rate while reducing inventory by 12%.Incorporated an electronic data interchange with our ERP system to facilitate customer order entry, ASN transmissions in order to reduce chargebacks.

Oversaw successful implementation of bottling room modernization projects encompassing $24MM with a team of 4 project managers and 5 indirect reports.Developed stage-gate processes to encompass multiple types of projects and led 3P (people-production-process) for new projects establishing initial job functions dissemination and processes. Developed and implemented the new hire plan for new production lines as well as the training plan for new and existing workforce encompassing all departments (maintenance, controls, and operations).Developed operations labor strategy that reduced operator staffing through attrition of 30 positions, saving $600k in benefits. Created SQL forecasting tool to predict future labor needs through regression analysis.Collaborated with human resources and staffing department to further develop technology and processes to decrease errors and grievances while increasing efficiency of staffing clerks. Led series of Kaizens to improve employee engagement scores by 20% in targeted areas.

Houston While in Houston I managed all aspects of operations department (120 salary and union employees) including safety, quality, maintenance and production in a high speed packaging facility yielding 180MM cases per year. With my team, we Increased GLY and volume produced by 8% YOY by working with brewing and supply chain planning to leverage scheduling efficiencies through SAP, more effectively use the plant skillset and improve product conversion performance by 25%. My team Implemented $3MM of capex projects for process improvement and several new products while being responsible for a $2.5MM maintenance and $5MM labor budget.I led a successful green belt project reducing raw material spend by $500k per year by reducing statistical variation of rejects at filler ramp-up. Used R and SQL to find periods of upset condition that led to process variance. I was also part of a cross-functional team member for project to reduce material stored on-site using lean analysis and updating expected run quantities in WMS to reflect SAP quantities. Merrimack,NH - April 2013 to December 2013Implemented independent and simultaneous dual packing system on a single can line, dramatically improving overall equipment efficiency to a system wide high of over 90%. Codified and standardized dual packer operating procedure, trained operators, managers and technicians, and established company-wide best practice. Initiated second phase training for operator-owner model roll-out at facility.

Acted as internal consultant to develop, share and implement technical and management best practices between breweriesPart of development team for creating company lean programMonitored and helped breweries to achieve KPIs for performance, process loss and raw material usageLed the North American packaging flexibility initiative to reduce conversion time and improve ramp-up performance by developing metrics. Started program for implementing SMED analysis which increased zone output by 250k barrels (1% YOY efficiency gain)Managed $1.2MM Capital expense budget for operational improvement projects.

Led a team of five technicians and 15 operators to maintain and improve line equipment while managing the budget and maximizing line throughput for 3.5MM ($260 million) barrel/year breweryImplemented self-directed training initiative of the unionized operator, mechanic and electrician workforce.Drove efficiency and performance of equipment using improved PLC controls, fault data, infrared scanning, Oilography and parts usage history in SAP

Resolved product and quality issues raised by homeowners, builders and engineers Trained outside and inside sales associates on engineered wood products and provided technical seminars for structural engineers who would be specifying productsManaged outgoing products, reviewed and ensured accurate drawings from designers while assisting marketing and sales team with product developmentWorked with lumber yards to optimize equipment and yard throughput using lean manufacturing tools.

● Reviewed and submitted designs and draft engineered plans from truss companies● Managed drafters working on projects