I was responsible for production departments in a $55M manufacturing facility with 10 direct reports and 150 associates. Directed and worked closely with all levels of the organization to drive safety and continuous improvements throughout the plant resulting in improved performance in all key performance indicators (KPI’s). • Improved material waste performance 15% by utilizing subject matter experts (SME’s) to develop and implement total productive maintenance program (TPM) and SMED… Show more I was responsible for production departments in a $55M manufacturing facility with 10 direct reports and 150 associates. Directed and worked closely with all levels of the organization to drive safety and continuous improvements throughout the plant resulting in improved performance in all key performance indicators (KPI’s). • Improved material waste performance 15% by utilizing subject matter experts (SME’s) to develop and implement total productive maintenance program (TPM) and SMED best practice training. • Improved labor performance by 12% through the application of lean initiatives and implementation of new standard operating procedures (SOP’s). • Reduced open work orders 25%, through implementation of electronic work order system. • Increased shipping storage 10% by forming a multi department team of associates with a vested interest to improving shipping workflow. Results were achieved by establishing a system for JIT delivery of raw materials and implementation of sustainable 5S initiatives. Show less

Responsible for a $75M manufacturing facility with 8 direct reports and 200 associates, which succeeded in being awarded a $35M capital investment that increased the size of the facility by 40%. This investment included the successful installation of state of the art equipment, and would not have been possible without a team focused on a singular vision of how to improve and grow the business. This investment was awarded to the facility based upon the following accomplishments: •… Show more Responsible for a $75M manufacturing facility with 8 direct reports and 200 associates, which succeeded in being awarded a $35M capital investment that increased the size of the facility by 40%. This investment included the successful installation of state of the art equipment, and would not have been possible without a team focused on a singular vision of how to improve and grow the business. This investment was awarded to the facility based upon the following accomplishments: • Improved labor efficiency by 30% through the implementation of lean and other continuous improvement methods that involved employees throughout the organization. Developed and implemented a unique Corrective Action Process (CAP), which in combination with other lean initiatives, focused on root cause analysis to identify constraints and improve workflows. • Improved equipment uptime by 15% through the implementation of 5S, kaizen, owner involved maintenance (OIM’s) and other lean initiatives that required teamwork and successful leadership. • Reduced workman's compensation expense 75% by empowering an employee based safety committee to change the culture of the facility. This success was based upon the DuPont STOP Program that drove accountability throughout the organization. • Created and Developed a Plant Leadership Team (PLT) that delivered customer and financial results through the values of respect, accountability and employee involvement throughout the organization. • Generated over $2M in other savings, which included material, energy, warehouse and other purchasing costs, as well as working with local government agencies to absorb a portion of the capital investment burden. Show less

Responsible for all production departments with 8 direct reports and 175 associates. I provided leadership in creating an environment for all manufacturing departments to work as one team. • $2M capital equipment project increasing capacity 17% to meet growth expectations. This project was managed at the local level including installation timeline, vendor selection, staffing, and training. • Reduced unplanned downtime 12% by utilizing maintenance and pressroom “subject matter… Show more Responsible for all production departments with 8 direct reports and 175 associates. I provided leadership in creating an environment for all manufacturing departments to work as one team. • $2M capital equipment project increasing capacity 17% to meet growth expectations. This project was managed at the local level including installation timeline, vendor selection, staffing, and training. • Reduced unplanned downtime 12% by utilizing maintenance and pressroom “subject matter experts” (SME’s) that developed and implemented preventive maintenance program for all presses. • Improved raw material inventory turns 20% by refining ordering practices, implementing procedures for aged inventory and enforcing JIT delivery. This resulted in the elimination of offsite warehouse recognizing an annual savings of $75k. • ISO Auditor - Responsible for audits of the Winchester site as well as other Quebecor World plants. Audit results included recognizing best practices, which were shared throughout all Quebecor World plants driving continuous improvements company wide. • Employee retention improved 30% by creating a channel for employee involvement at all levels. The “Winchester Improvement Team” is an all-volunteer group that brought employee suggestions and ideas to management on how to improve the facility appearance, working conditions, safety, and employee recognition. Show less

Responsible for a production department with 4 direct reports and 110 associates. I systematically developed a culture of teamwork and employee ownership, focusing on improving equipment reliability, training, and housekeeping. • Developed, budgeted, and executed annual repair and maintenance program for all major equipment. The $600K project was designated to improve quality, and overall equipment condition. • Improved labor efficiency 15% by implementing operator skills training… Show more Responsible for a production department with 4 direct reports and 110 associates. I systematically developed a culture of teamwork and employee ownership, focusing on improving equipment reliability, training, and housekeeping. • Developed, budgeted, and executed annual repair and maintenance program for all major equipment. The $600K project was designated to improve quality, and overall equipment condition. • Improved labor efficiency 15% by implementing operator skills training program resulting in reduced set-up time and increased production speeds. • Reduced material waste 20% through a series of training modules on the proper handling and use of raw materials. • Reduced consumable spend 7% by testing and qualifying cost effective solutions and negotiating with suppliers to get the highest quality products at the lowest cost. Show less