Management Supervisor - Management Resume Search
Management Supervisor - Management Resume Search
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Management/Supervisor Resume

Desired Industry: Management SpiderID: 55828
Desired Job Location: Saint Catharines-Niagara, Ontario Date Posted: 11/17/2011
Type of Position: Full-Time Permanent Availability Date: 12/01/2011
Desired Wage:
U.S. Work Authorization: No
Job Level: Management (Manager, Director) Willing to Travel: Yes, 25-50%
Highest Degree Attained: Willing to Relocate: Undecided

Darrin Osinga
28 Rosemore Road, St Catharines, Ontario, L2S 1A8 905-704-1328

Professional Profile
Senior Management – 19 years of Professional Leadership Experience as Plant Manager, Operations Manager, Director of Supply Chain, , Director of Sales, Distribution Manager and Area Manager for major Producers and Distributors.
Frontline leadership and direction, Strategic thinking with broad base business understanding, Promote teamwork, Positive attitude, High level of integrity, Open and Honest, Continuous learning.
Client/Customer satisfaction, proven skills in negotiations, Experience with 3rd party service providers, Development of business plans, Project management, strong analytical skills, Cost justification, Job task planning and organizing.
Plan, analyze and manage budgets, Fiscal management skills in a Profit & Loss environment. Performance management, Measureable results management.
Continuous process improvements, Change management, Establish and implement policies, Enhance process capabilities, Problem solving aptitude, Root cause analysis.
Relationship Management, Work with cross- functional teams, Ability to recruit, coach and develop people, unionized environment experience. Detail oriented, Result driven.

Professional Work Experience
Post Foods Canada Corp, Niagara Falls, Ontario
Operations Manager 2011 to present
Managed all aspects of a 3 shift production processing facility. Oversaw the activities of 6 operations supervisors and 175 unionized member work force. Area of responsibility consisted of operational efficiency and production targets, continuous improvement, frontline behavioural safety including training and incident reviews, managed start to finish employee discipline and absenteeism program. Implementation and managing of Standard Operating Procedures, Good Manufacturing Practises, Safe Quality Food training and auditing.
• Development of a Lean process concept within a manufacturing environment. Implemented downtime reporting tool and put process in place to utilize tool in corrective measures. Decrease in downtime by 3% since implemented.
• Continuous Improvement project leader. Operational and Efficiency plans developed, managed and implemented on all manufacturing lines to reduce costs.
• Increased utilization of labour and reduced overtime by 2% through establishing work schedules for relief operators. Labour force decrease up to 5% depending on weekly production schedule. Established decrease in labour and job requirement through analysis.
• Team leader in implementation and certification of Safe Quality Food program. Implemented and managed Facility Condition Audit to reduce downtime caused by non equipment breakdowns.
• Safety team member and strong advocate of behavioural based training.

Abitibibowater Thorold, Ontario
Ontario Area Manager 2008 - 2011
Responsible for a Paper Recycling Center which serviced the Ontario Market for The Paper Retriever Program. Responsibilities included Sales, Customer Service, Safety, Logistics, Fleet Management and Third Party contracts. Manage a 1.5 million dollar budget and full Profit & Loss responsibilities for the Ontario market. Manage. Trained and coach employees in best practise safety and achieving center objectives.
• Developed financial measurements to increase awareness of operational performance. Measurements were adopted by 6 other centers within the organization.
• Increased customer base by 7% annually through cold calling and marketing initiatives. Increased existing sales volume through customer service and marketing of existing Paper Recycling accounts by 14%. Improved customer service rate by 10% by implementing new routing through education of accounts.
• Safety Chairperson for Divisional Safety Committee. Chaired monthly meeting and followed up on action items with appropriate departments. Organize meetings and develop Safety presentation schedule. Developed new Safety protocol and improved current Safety practises.

Pinty’s Delicious Foods Port Colborne, Ontario 1999 to 2007
Director Supply Chain 2005 to 2007
Maintained Senior Management position which included order processing, production scheduling, procurement of raw materials, inventory control and distribution of raw materials for a $170 million Food processor with three production locations.
Utilizing newly created "Supply Chain" approach that was self developed when still plant manager; launched project and promoted by Senior Executives.
Managed, trained and coached 5 middle managers in production planning, inventory control, raw product acquisition, consumables purchasing, finished product distribution and customer service management.
• Developed new Production Schedule Protocol which included improved inventory and forecast reporting and analysis. Result was a reduction in Finished Goods inventory from $12 million on average to $6.5 million on average. Increased order fill rate from 94.5% average to 98% average.
• Initiated and developed an annual Operational Manufacturing plan that consisted of labour requirements, plant capacity, inventory dollars and annual financial budgetary requirements.
• Development and Implementation of departmental scorecard that allowed for weekly analysis of all functional areas against standard or budget and initiated timeline action items for resolve. Tool allowed for budget versus actual analysis during a fiscal year. Used by senior executives at weekly corporate meeting to help determine operational efficiencies.
• Reduced Consumables Inventory by implementing Just In Time and Consignment based program with 6 large vendors. Corrugate, Linerboard and ingredients were inventoried at Vendors facilities or 3rd party facility and only invoiced upon receiving at manufacturing facilities dock. This resulted in inventory reduction on average of $900,000.
• Led company in changing from private Fleet to 3rd party logistic Fleet. Reduction in equipment by double shifting of power units. Reduced labour costs by eliminating unionized drivers and restructured delivery routes. Result was $500,000 in annual savings.
• Negotiated 3rd Party Warehouse contract which included inbound, outbound and storage charges along with superior service levels. Implemented bi-weekly charges for storage and reduced in and out charges. Established priority loading of outgoing shipments. Result was the improvement of the Just In Time process to customers and an annual reduction in cost of $100,000.
• Led overhaul of consumables purchasing through vendor consolidation, material configuration, price negotiation, relationship management which resulted in $400,000 in positive Purchase Price Variance’s

Plant Manager 2003 to 2005
Managed all aspects of plant operations in a 160 member unionized environment including Facility management, Manufacturing, Production scheduling, Distribution and Government Regulations.
Oversaw the activities of 8 Supervisors in the areas of quality assurance, production supervision, maintenance, distribution, purchasing of raw materials and acquisition of consumables.
• Worked closely with procurement and poultry farmers to ensure regulations were met and best quality practises were established.
• Developed an improved Preventative Maintenance program that prioritized Preventative Maintenance requirements along with specific documentation which lead to analysis based Preventative Maintenance. The result was a reduction in operational downtime by 8% 0r $200,000 annually.
• Developed departmental scorecards that were used to determine corrective actions and departmental Supervisor performance.
• Cross functional team member that established annual performance criteria for salary employees.

Director of Fresh Poultry Sales 1999 to 2003
Managed all aspects of inside and outside sales. This include account management, customer service, sales group and order/sales processing.
• Maintained and grew the requirements of existing clients and ensured their satisfaction with products and services.
• Strategize, Identify, pursued and established new markets that would increase revenue and profit margins.
• Developed strategic plan to equally market all components of poultry products. Elimination of having to sell at a reduced price and increased overall margins.
• Created an environment where maximum profit was established through specializing in one segment of entire market.


Executive Program in Supply Chain & Logistics Management Certificate 2006
York University Toronto, Ontario

Leadership Development Program 2007
Brock University St. Catharines, Ontario

Recreation & Facilities Management Program 1988
Conestoga College Kitchener, Ontario

Professional Development
Computer: Microsoft Word, Excel and PowerPoint; SAP Business Operations Software; Email and Internet.

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