Rob Bennett Email & Phone Number

Responsible for all manufacturing and business decisions for this single sourced producer of Oscar Mayer hot dogs. This facility manufactures 26 SKUs of hot dogs for retail customers with approximately 550 employees in 24/7 operation.

This project was for $122MM and was the largest capital project in Oscar Mayer history. The GSUM Leader at the site focuses on capability building of Start-Up Leaders. The Site Start-Up Leader is responsible to initiate, lead and follow through on all activities needed to guarantee a safe and successful initiative start-up at the site. Leads action planning for mitigating potential gaps and risks on initiative start-up based on project scope/complexity, roll-out schedule and current operation assessment / capabilities. Deliver initiative start-up targets (VSU & Technical Base Plan Success Criteria) with technical and site teams. Develops and implements the training strategy for the project (includes updates to skill profiles / step-up cards) Primary tasks and responsibilities:• Initiate / own overall start-up planning process (Site Readiness activities through each Technical Readiness Gate) • Define and align with plant leadership and project team scope & start-up success criteria (early on-part of technical base plan)• Charter site start-up team defining roles & responsibilities• Together with Operations Leader completes current operation assessment • Identify potential risks on successful startup(Risk assessment) • Establish a communication plan (internal & external) • Define & deploy detailed start-up and Technical, Training & Transfer (TT&T) plan / schedule • Initiate and follow through on timely implementation of all Site Systems to include SH&E, Quality, Operations & IL6S system (E&T, AM/PM, Quality & Reliability Data Collection & Tracking, & SAP)• Define with Technical Team detailed construction completion, commissioning, qualification, verification plan & success criteria

Business Unit Manager leads and coordinates all activities of the Operations Department including personnel, production, sanitation, safety and costs. Ensures that the products are manufactured in accordance with optimal quality, cost and delivery on a 24/7 basis.• Managed the entire plant from June 2012-Feb 2013 interim Plant Manager (Business Unit Award)• Increased OEE from 83.5% to 86.12% over my term• Delivered $13.6MM in productivity in 4 years• Executed first ever Columbia crewing reduction (50 employees) due to drop in volume• Successfully launched “Value dog” pack for 2 SKUs in only 60 days from request to implementation• Implemented new management structure and the successful start up of Integrated Lean 6 Sigma (IL6S) to the Mega process. This established Equipment Owners and a further refined structure of my handoff meetings using Proctor & Gamble tools.• Lead the Autonomous Maintenance Pillar for IL6S implementation to include responsibilities for training the lead line and the plant on: Base condition(Clean to inspect) , Defect handling, Clean/ inspect/Lube, Centerlining.

The CI Manager is a key member of the plant organization who drives continuous improvement to create a living culture that challenges the status quo and the behaviors of all plant employees in order to deliver conversion productivity targets and support delivery of other functional goals-Columbia • Led the Plant to 3 sigma certification (all lines) 2 months ahead of plan• Achieved Black Belt Certification on Saran film project $1.5MM• Created a CI team to implement Lean/Six sigma to include 5 Black Belts and 2 CI resources. • Was the first to implement Line tracking charts and Gemba walks in OM. Process was adopted and required throughout the Business Unit. • Responsible for the restructure of Front Line Leadership training• Implemented team concept to Idea and Suggestion Program for a 400% implementation increase. • Sourced PI pipeline ideation and team implementation $1.2MM • Facilitated lead tech redesign for headcount reduction. $250M savings• Conducted Process Variation Reduction implementation $75M -Kirksville• Implemented Maintenance improvement for Kirksville (Planned work, KPIs, PM improvement)• Responsible for MRO reduction $200M• Conducted Core practice studies and implemented Energy reduction projects• Conducted Process Variation Reduction implementation $45M• Worked on the Commercialization for the Package of the Future bacon project

St Louis, Missouri, Us

Responsible for a 24X7 maintenance operation of 5 major plants within a 64 acre production site with an organization of 130+ mechanics and a variable budget of $12 million in operating cost. • Key strategic operational initiative was to transform Maintenance from a reactive to a proactive entity. This integrated improvement included implementation of technology, organizational alignment, and practice discipline improvements. • Results within the first year increased uptime by 12%.

St Louis, Missouri, Us

St Louis, Missouri, Us

St Louis, Missouri, Us