- Monitors plant metrics.- Diagnose and evaluate shift performance (cost, quality, delivery) challenges stemming from plant demand management and forecasting, inventory management, capacity and production planning and production process design and execution.- Develop and implement plant solutions based on Lean Production system design, tools, techniques.- Lead root cause problem solving initiatives.- Participate in the design of work standards, quality control charts and systems in addition to other elements of superior manufacturing practice to aid plant improvement.- Train and coach plant personnel in Continuous Improvement and its measurement as they pertain to the Tarboro facility.- Assist the Continuous Improvement Manager in assessing the progress of Lean Manufacturing initiatives and programs underway at the plant.- Coach front-line supervisors to manage their time, activity, and behavior to drive planned and scheduled opportunity generation and capture vs. reactive problem solving.- Assist Supervisors in resolving production and team member related concerns.- Ensure compliance with safety rules and regulations ensuring the maintenance of a safe and sanitary plant in accordance with all state and federal and company regulations.- Make recommendations, develop new manufacturing plans and implement to achieve improved efficiency and effectiveness.- Develop and maintain solid performance management and performance team concepts/practices to fulfill the organization's participative management philosophy assuring that the appropriate formal management programs are instituted and followed through the entire operation.- Take appropriate action to ensure the integrity of the SQF system.Supports and sets expectations that standardized work will be utilized and kept current while seeking opportunities to ensure it is part of our culture.- Performs special projects as assigned.

Manage 12 employees to achieve safety, productivity and quality goals.Verify daily inventories through AS400 and physical inventory.Enforce company policy and USDA regulations.Intiate process, department procedures and safety improvements.Motivate employees.Examine productivity and yield reports, define issues and make adjustments as necessary.Record and verify employee payroll/attendance record.Approve and review vacation schedules and plan accordingly.Perpare agendas for department meetingsDMAIC ( Six Sigma )KaizenHACCP complianceGMP compliancePerformance ManagementDatastream7i/ Infor EAMAS400STOP-Safety Training Observation Programme

• Responsible for managing 200 workers in the DVD/CD packaging and shipping department.• Successfully applied Kaizen philosophy of continuous process improvements to reduce departmental costs by 5%.• Managing costs within department by eliminating over-staffing across the various shipping lines.• Prioritizing the implementation and integration of security measures to protect the rights of our clients.

Responsible for cross-training 500 employees on new production lines.Used 5S methodology to improve the organization of the shop floor and to reduce production costs by 15% through efficiency gains.Sucessfully managed the introduction of new product line at the manufacturing facility, including setting up of new production line, process implementation & integration, and shop floor organization.

Responsible for managing 75 full time and up to 110 temporary employees for this manufacturer of exit devices. Managed and coordinated between production, shipping, warehouse and assembly departments in a high volume environment. Facilitated a company record of 98.5% early or on time shipping rate by personally making sure order went out the same day. Worked with company designer to create a higher quality shipping box. Saved the company $20,000 annually by recycling the rejected parts damaged in transportation. Sucessfully managed transition from Apex 1000 (exit device) series to Apex 2000 series resulting in zero downtime in product delivery. Built relationship with trucking companies to ensure competitive pricing saving the company 5 to 10% in transportation costs. Coordinating with outside polishing and plating vendors. Increased the number of polishing company vendors from one to three which lowered bids by 10%. Developed outstanding reputation for raising the morale of the staff increasing attendance 10% by creating a chart for each employee to show their wage loss.