Implementation of Lean manufacturing philosophy

Accountability entailed oversight and performance of entire 27 units restaurant chain, wholesale sales and 2 manufacturing facilities. Demonstrated gradual build up from complete shut-down to make all locations operational within 4 months. Plants were unionized facilities. UFCW local #1500• Implemented level III SQF system, and wrote up total program for recertification.• Executed redesign company operations with 8% DL cost reduction,• Developed, implemented, and managed business plans to promote profitable wholesale and retail segments of the business, generating a 14% increase in sales.• Successfully installed Six Sigma Lean across the organization. • Managed the 2 manufacturing plants (one with 60 and another had 170 employees). • Developed and executed manufacturing P&L.• Negotiated bargaining agreement with union at Brooklyn location. UFCW local #1500• In 2017 successfully blocked union entrance to 25 locations at Manhattan. • Effectively led manufacturing and had key role positioning organization for sale.• Delivered 22% operating cost reduction while the state hourly mandatory salary rate increased 33% over 3 years. Was able to reduce overall labor costs by $1.6M annually. • Developed and managed young leadership team to lead in union environment

• Recruited to lead integration of 4 companies into the organization following acquisition of 4 distinct companies into a central entity, improve profitability performance and present results to prospective buyers. Managed 12 direct reports, including 4 Plant Managers, Director of Continuous Improvement, and Executive Administrator.• Delivered $2.4M annual net income improvement. Developed and executed plan that eliminated unprofitable SKUs creating Removal production bottlenecks, inventory management issues, and excessive costs.• Within 2-years, grew EBITDA by ~25% as a result of reshaping operational footprint and performance. Evaluated and turned around inefficiencies in individual plants.

• Accountable for all plant operations of APF Amherst, OH, a RTE USDA/FDA regulated sandwich facility with operational budget of 24.5MM of a117,000 Sq/ft. facility.• Developed the budget and prepared P&L projections while championing plant Lean Six Sigma implementation.• Key Highlights - Effectively reduced TIR from 10.34 to 1.98; Reduction of customer complaints from 4.6/MM to 0.5/MM; Stabilized fill rate 98.7% with 3.6 WOS; Increased OEE 3.5% /quarter; Reduced COGS on plant level $0.17/lbs.; Turnover reduction from 112% to 17% annualized; Reduced Worker Compensation claims under $100/claim• Coordinated and oversaw all manufacturing, maintenance, purchasing, warehousing and scheduling through significant production ramp up from 20MM to 45MM lbs. of sandwiches.• Key Highlights - Successfully implemented 2nd shift production; Developed and led install 4 new production lines; Developed and led implementation of plant KPIs; Developed and implemented partnership with staffing agency to support new needs

900+ employees and 120,000 sq. ft.• Implemented $14 MM automation improvements in packaging.• Delivered 8 % in improvement processes• Actively participated in acquisition.

• Timely delivered $2.5MM annual saving while managing 1 DMADV; 4 DMAIC projects with annual average saving of $418,000 • Developed and initiated 42 Kaizen events with average savings of $45,000 per event• Direct labor reduced from 620 employees to 280 employees with 12% increased output• Achieved Lean Six Sigma Black Belt• Achieved Lean for Manufacturing MBB