Handyman work, landscaping, and delivery.

Responsible for all plant operations in the manufacturing of potato chip/stick and popcorn snack foods. Provide leadership for 6 direct reports and 200 hourly Union Associates. Worked on developing a cohesive team where all departments will interact for the good of the company. Operated under a capital budget of $3.0 million.Completed a $2.6 million packaging department upgraded; to reduce product give-away 32%, increase production efficiency 45%, improve seasoning coverage, and cut film waste by 50%.Moved from departments working independently to all working toward the common goals of customer satisfaction in the most cost effective means while controlling finish product inventory. Reduced finish product inventory by 18% while maintaining an order fill rate of 99.5%. Accomplished through increased department communication by holding daily meetings and working out the issues.$200,000 facility upgrade; (roof repair, ceiling replacement and painting, floor repair, added floor drains) to move toward the goal of SQF certification.Successfully brought in a new product line to add the potential to increase sales.

Provide leadership for the production area at varying capacities due to changes in plant ownership. Department responsibilities at times consisted of Processing, Packaging, Maintenance and Sanitation, which consisted of as many as 9 Direct reports and 175 hourly associates. Focus was on just-in-time customer order satisfaction while maintaining the highest quality product, produced at the least cost. Developed and operated under departmental budgets as high as $9.2 million while working with a variable capital budgets as high as $4.2 million. Through continuous improvement and utilizing Focus Teams, reduce finish waste scrap from 10.2% to 5% resulting in an estimated $100,000/pd of revenue added to the bottom line.Developed and implemented cost cutting projects - installation of Optyx to inspect potato chips and kick out defects - eliminate 2 positions per shift or approximately $270,000 annual labor savings. Over the years modernized the plant with over $20 million in capital projects: Packaging conveying and vertical form fill machines revisions, corn processing area, and kettle chip installationImplemented a shift of more maintenance and cleaning responsibilities to the Line Operators to increase line efficiency and better time utilization for key personnel (Autonomous Maintenance). Core Team Lead Person for implementation of SAP operating system for Select Snacks. Responsible for the configuration and setup of production related functions. Installation occurred in an accelerated timeframe with full implementation occurring in 7 months. Part of the Kruncher's Management Team which successfully transitioned the plant from a union to non-union environment.

Developed time standards for the packaging department resulting in reduce labor and increased line efficiency. Implemented cost savings projects to improve company bottom line. Responsible for the developing and maintaining BOM in the PRISM system. Assist in the development of new products and processes. Supervised 1 direct report for maintaining data in PRISM and assisting in project development.Integral part of the Plant Rebuild Team after the processing and packaging departments were destroyed by fire. Designed and implemented cost savings projects;Random Auto case packing - 3 bagmakers feeding a single bag counter/case packer unit resulting in a labor reduction of 2 packers per shift or approximately $190,000 annual labor savings.Carton reduction project - reduced number of sku's of cartons by resizing cartons and modifying case packs resulting in decreased inventory of cartons in the warehouse.Modified layouts of warehouse space to increase case storage without increasing warehouse space.Developed packaging time standards using pre-determined time standards to increase bagmaker efficiency and reduced labor costs.Improve BOM accuracies through performing Mass Balances of the processes to provide accurate data for determining the COGS.

Responsible for tracking weekly labor utilization for the entire plant. Performed labor studies and developed labor standards utilizing predetermined time standards (MOST). Strategic part of the implementation of a Maintenance program to plan work orders and PM's using benchmarked time standards. Redesign plant layouts to improve product flow and increase efficiencies. Performed ergonomic studies to modify and optimize job techniques to reduce repetitive motion stressors. Supervised 3 direct reports for the Time and Attendance system.Developed, designed, and installed a $2.4 million packaging modification with a 1.5 year ROI through increased packing efficiency and reduced labor.Part of the Re-Engineering Labor Standards team in which every job in the processing and packaging departments were analyzed using predetermined time standards. From the new time standards revised crewing numbers were determined resulting in a reduction of approximately $1.4 million in labor dollars for the plant.Through the implementation of Maintenance standard benchmark times to plan work-orders and PM's, the Maintenance department was able to increase productivity by 32%.