Managed up to 12 supervisors under 7 production lines (3 bottles, 2 cans and 2 kegs) and the cleaning weekend crew totalizing up to 160 regular and 70 temporary employees at the peak. Managed daily can line performance, DMS tools deployment and supporting employees towards Operational Excellence in line with plant CBN and business OGSM (Master Plan).- First line to implement World-Class Supply Chain Operational Excellence and reached production objectives (gained 15% PR, reduced shrinkage by 50% while increasing productivity by 30%)- Named Implementation Manager of a Global Asset Care Assessment initiative (OAC, Reliability): •Influenced upper management in working on the established framework •Adapted the organizational structure to support the asset management process •Established a work group to maintain the organization’s asset management process •Worked with staff and unionized employees on the deployment of the Operator Asset Care •Brought employees in changing the culture and become equipment owners. -Trained hundreds of employees on Operational Excellence and Reliability.

- Led an implementation project for a new beer can line and the improvement of a current bottle line ($42M project completed within 1 year).- Implemented successfully hundreds of capital expenditure projects, innovations and new materials through operations.

Managed the maintenance, production and quality departments to ensure the optimization of production, the reliability of assets including the building, while qualifying the plant for HACCP and AIB following new customer requirements from the pharmaceutical and food industries.- Worked with the Vice President and the management team in a strategic planning to transfer a full production line and its operators from one closing plant to ours.- Participated in the expansion of the plant (sales going from $22M to $38M in 8 months).- Integrated major FMCG customers (P&G, Kraft, Diageo, High Liner, Saputo, Leclerc, Tim Hortons).- Managed the quality department of the two plants during the transition while implementing a laboratory and hired three QA technicians to meet pharmaceutical and food standards (AIB, HACCP).- Ensured reliability of transferred equipment once installed and improved production speed by 100% within six months by involving operators, maintenance trades and equipment supplier.- Doubled the warehouse capacity by reorganizing the finishing department layout.- Conducted process and performance improvement kaizens (waste, customer service, production).

Managed the Quality department for the production of automotive brakes for the OEM (Ford, GM, Chrysler, Toyota, BMW) and Aftermarket businesses (Raybestos brand).- Qualified, maintained and integrated ISO 9001 | TS16949 | ISO 14001 standards.- Participated in continuous improvement and reduction of losses through Six Sigma projects.- Worked on the annual strategic planning with management team.

Organized the Intellectual Property (patents and designs) strategy with the executive committee.- Ensured adequate protection of patents and designs for ATV’s, Utility Vehicles and the Design and Innovation Department concepts (e.g. Spyder).

Lubricant and Specialties Division: Deployment of lubrication programs in the automotive, transportation, mining and paper industries.- Upgraded preventive maintenance programs following lubrication audits and interpretation of oil analyses from the Sarnia Research Center. - Supported the development and testing of new products on customers sites. - Trained hundreds of trades through lubrication/tribology seminars.