Shay Goodwin Email & Phone Number

Laceyville, PA, US

Muncy, Pennsylvania, United States

Muncy, Pennsylvania, United States

Mehoopany, Pennsylvania, United States

Responsible for over 200 direct and indirect reports with a mix of both salary and hourly employeesAccountable for all Safety, Quality, Production, Delivery, Cost, and Morale metrics for Premium diaper operations platformCollaborating with cross functional teams to deliver large scale initiative project rollouts which include product, equipment, and work.

Mehoopany, Pennsylvania, United States

Responsible for 48 direct and indirect reports that support the site electrical and offline systems (HVAC, central materials delivery, compressed air, steam, water, vacuum, and dust handing).Lead an operational redesign that will optimize the support structure and build skills in the operating teams to be self sufficientLead infrastructure improvement.

Responsible for NA initiative project start up results for mainline (process reliability, scrap, cost, Instantaneous Start up, Vertical Start up)Lead weekly reviews with North America Global Leadership Team to communicate project plans and progressLead weekly reviews with each of North America sites to ensure sites on track to deliver operational.

Mehoopany, Pennsylvania, United States

Lead the large size premium operations department, responsible for 90 direct and indirect reports (both salary and hourly employees)Responsible for the fiscal results of a 4line operating department including staffing, material utilization, maintenance, and repair costs ($12.5MM in spend annually)Improved Safety, Quality and executional consumer comment.

Mehoopany, Pennsylvania, United States

Lead the Supply Network Organization, accountable for 6 direct reportsSupply Network Pillar leader, which includes the development and ownership of 3year pillar master plan for P&G’s largest manufacturing site and leadership capability building.Lead schedule and sequence optimization work through the implementation of new Envisioning tool, leading to.

Implemented supply chain strategies that lead to a 21% reduction in working capital and 29 % reduction in non-performing inventory enabling the elimination of all premium outside storage costsLead loss analysis team that identified a 30% cost reduction opportunity in repack operationsManaged the day to day operations in the production planning department.

Implemented process improvement initiatives to improve plant performance. Saved $2.9 million in 2009 and $3.1 million in 2010, through material, scrap and labor reductions, improved machine up times and efficiencies.Appointed plant project lead for manufacturing consolidation project worth $5.6 millionLead RCA sessions, weekly process improvement team.

Implemented performance improvement programs worth $10.5 million in 2008 and $3.2 million through 06/2009Lead a warehouse recycling initiative that kept 1,807 tons of waste from landfills between September 2008 – June 2009Bid and implemented two warehouse lighting projects saving over $600,000 annually plus $250,000 in rebates (projects were $160,000 under.

Supervised two shifts with a total of 51 employees, including hiring, termination, vacations, reviews, disciplinary action, and the daily operation of the warehouseResponsible for the setup and monitoring of the north east regional budgetsDesigned and implemented a returned goods approval and tracking process and Access database that was then implemented.

Implemented contract worth approximately $500,000 annually transferring the Owens Corning Canadian Corporate fleet to a new leasing companyCreated and implemented a fleet plan saving, on average, $180,000 each year for three yearsManaged a corporate fleet of around 1,500 vehicles.Approved and implemented material handling equipment leases for approximately.