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Plant Manager, Director of Manufacturing, Director of Operations Resume
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| Desired Industry: Management |
SpiderID: 84355 |
| Desired Job Location: Toledo, Ohio |
Date Posted: 10/10/2023 |
| Type of Position: Full-Time Permanent |
Availability Date: 11/06/2023 |
| Desired Wage: |
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U.S. Work Authorization: Yes |
| Job Level: Management (Manager, Director) |
Willing to Travel: Yes, 50-75% |
| Highest Degree Attained: Bachelors |
Willing to Relocate: Undecided |
Objective:
I am the Director of Operations , Plant Manager , Corporate Leader , Director of Manufacturing , & continuous improvement champion that systematically employs collaborative & organizational development skills to provide clarity, direction, & growth. I'm widely recognized as a strong, servant, & transformational leader, effective team builder, & growth catalyzer. I embrace challenges & opportunities in evolving climates. I drive cultural change, set productivity, efficiency & quality standards, establish fiscal accountability, & ensure employee engagement. Passionate, empathetic, respectful, & trustworthy, with excellent coaching skills. I amplify everyone's effectiveness by analyzing data, driving priorities & strategy, using LEAN and applying systematic procedures to processes. This has led to a successful career as a Director of Operations, Plant Manager, and Director of Manufacturing.
I go to great lengths to set people up for success; yet firmly maintain accountability, operational rigor, performance, & expectations. I add value by making the entire organization more successful instead of concentrating on my own trophies. Positive company and team culture is paramount with me and has yielded exceptional results during M&A. Director of Operations, Plant Manager, and Director of Manufacturing level experience.
I foster constant growth, learning, progress, effort, sustainable improvements, & positive reactions to challenges in my organization. I will set the example to learn, to listen, and to be the Voice of the Customer. My strategic planning and tactical execution abilities have aided me as a Director of Operations, Plant Manager, and Director of Manufacturing here.
Competencies include:
◾️ Coaching and Mentoring
◾️ EHS
◾️ Audits & ISO prep
◾️ Employee Engagement
◾️ Lean & Continuous Improvement
◾️ Business Process
◾️ Process Improvement
◾️ Problem Solving or RCFA
◾️ PDCA, DMAIC, 5 Why, 5S, A-3, GEMBA
Accomplishments
* Increased OSHA, EPA, & internal / external audit scores.
* Managed $4.5 million in project value, met all deadlines, achieved a 99.4% error-free pass rate, & ensuring compliance at multiple sites.
* Improved safety, behavioral observation rates, rotation of training, and retention rates by instituting cultural change, insisting on continually improving, and getting budgetary approval for advanced training and iteration of standards as a Director of Operations, Plant Manager, and Director of Manufacturing.
* P&L Responsibility for annual budget performance ranging from $400K to $61M for EHS programs at multiple facilities.
Experience:
October 2022-Current
Plant Manager
Toledo Metal Spinning (TMS)
Toledo, Ohio
(Full Time)
Leadership Impact● Authored and implemented preventative and predictive maintenance programs saving approx. $3M annualized in lostproduction, emergency repairs, and led to more ratable and reliable operations.● Systematic and complete operator training program championed that led to a better training and engagedworkforce with a 30% lower attrition rate than national averages.● Drove Recruiting and Human Resources enforcing expectations and workplace standards while driving efforts toonboard appropriate subject matter experts at all levels of the organization.● Long term capital and strategic planning efforts including planning and executing machine and robotics upgrades,technology implementations, and larger scale ($500K) equipment upgrades.● Consolidating operations and optimizing processes including relocating departments, manpower, and equipment atthe same facility for more dependable operations and efficiency and productivity increases.
June 2022-November 2022
Operational Excellence Coach / Director of Operations
EFTEC North America
Taylor, Michigan
(6 month contract)
Leadership Impact● Eliminated 3 month sales backlog by executing planning, prioritization, and scheduling principles.● Installed Work Instruction and Standard Operating Procedure catalog that eliminated quality variances, led to reducedcapacity constraints, and allowed for 41% productivity increase.● Responsible for shipping & receiving, production, maintenance, procurement, sales, quality, housekeeping, and HR.● Authored and championed systematic training program that led to higher retention rates, skilled operators, betterequipment ownership, and reduced scrap and WIP.
March 2022-April 2022
Director of Operations
Michigan Bread
Detroit, Michigan, United States
(6-week M&A contract)
Boosted equipment efficiency 45% by measuring productivity & downtime, then focusing operator's attention onwhat they could control and communicating remainder of issues.● Started mentoring program for front line leaders that led to greater skill building and higher retention rates.● New capital projects being installed to boost production and gain business.● Strategic planning executed for short term and long term vision after organic growth & M&A.
March 2021-March 2022
Manager of Operations
ARCLIN CHEMICALS
Toledo, Ohio, United States
(Role was made redundant after company sold to new owners)
Leadership Impact● Increased operational efficiency in truck loading by roughly 40% from troubleshooting equipment malfunctions(RCA/RCFA), replacing worn/ineffective parts, and training operators.● Systematic training process designed in order to capitalize on tribal knowledge, expedite qualification of new operators, continually refresh existing operators, stay current with HSE compliance, and minimize attrition.● Customer delight achieved by being the voice of the customer in my organization, spending time understanding their pain points, submitting feedback on quality concerns, trial and error, and plans to execute site visits in a post COVID world.● Budget adherence, financial planning and analysis, and capital planning success obtained by sharing responsibility, increased awareness, holding people accountable, and constantly revisiting priorities.● Achieved 70% reduction in unscheduled downtime and relieved several process constraints that led to net improvement of 45% in efficiency while reducing non-first time pass rates 58% by concentrated hiring process, new operator boot-camp, operator-owned PM processes, open feedback channels, and consistent auditing.
April 2019-September 2020
AREA MANAGER
UNITED STATES STEEL CORP
Detroit, Michigan, United States
(Facility closed)
.Leadership Impact● Enabled a 45% increase in production by implementing reliability improvement projects for nine boiler system and turbine improvements, leading to sustainable, stable steam and wind supply to iron-making blast furnaces.● Reduced mobile equipment repair costs by 38% and achieved a $335K giveback for the sale of underutilized equipment.● Reduced turnover 24% by improving training, motivation, and engagement strategies.● Negotiated rail services and rates, improving fiscal cost management for third-party service providers for multiple facilities managed.● Executed five successful 5S projects and three high-risk hazard mitigation projects, resulting in reduction of recordable incidents and more efficient operations.● Tapped for acid pickling projects and petrochemical processing outside of basic job description.
December 2018-May 2019
DIRECTOR OF OPERATIONS
CONTINENTAL PRODUCTS
Cleveland, Ohio, United States
(6 Month Contract)
Leadership Impact● Reduced shipping rates by 39%, achieved 98% stock execution, and 41% reduction in labor costs by auditingmanufacturing processes, installing scales and meters and establishing new standards for accountability.● Obtained exceptional business, productivity, and maintenance results through 5S and customer engagements.● Increased market penetration, driving growth from $10M to $14M.● Implemented Kanban and pull elements of TPS or JIT production leading to greater efficiency, less waste, and betteruse of resources during business growth.● Hazardous Materials (HazMat) processing, PSM, environmental, ISO, OSHA, etc.
August 2017-July 2018
PLANT MANAGER
ASPHALT MATERIALS (HERITAGE GROUP) INC
Oregon, Ohio
(1 Year contract)
Leadership Impact● Enabled 80% increase in mean time failure rate prevention, increased reliability and contributed repeatableproduction processes.● Applied LEAN manufacturing principles to redesign workflow processes to increase efficiency and permit 28%production growth.● Automotive team effort with parent company rebuilding Indianapolis Speedway track.● Successful collaborations with engineering, sales, and supply chain on inventory levels, staffing, lead times, etc.● 26 blends for very specific usages including cationic and anionic emulsion and binder products.
January 2015-August 2017
TERMINAL MANAGER
MARATHON PETROLEUM CORPORATION
Detroit, Michigan, United States
(left to care for sick wife)
Leadership Impact● Achieved record throughput by adjusting operating schedules to meet customer needs, sharing resources, andauditing operator operations● Developed achievable operating plans, capital projects, and long term projections by analyzing industry trends.● Collaboration: Area test track maintenance between automotive companies Ford, FCA, and Marathon.● Crude oil & heavy asphaltines processed into PG grade asphalt, Polymer modified, PPA additives, and more.
March 2009-January 2015
SHIFT SUPERVISOR
BP
United States
(left for opportunity to run my own terminal
Leadership Impact● Exceeded performance goals by implementing practice drills and interacting with other units through improvedcommunications and coordination efforts● Eliminated unnecessary work delays caused by hazards and inefficient layouts, obtaining audit scores of 98%compliance.● Fuel efficiency project with automotive company FORD leading to branding, sponsorship, and product advertisement.● Water treatment, Waste water chemical processing, environmental, H2S processing, acids, caustics, etc.
Education:
BBA
American InterContinental University
Schaumburg, Illinois, United States
BBA - Operations Management - American InterContinental University, Schaumburg, IL (Summa Cum Laude)
Operations Management
Affiliations:
National Incident Command System (NIMS) ICS-300, ICS Institute, Findlay, OH
FEMA Incident Command System, Emergency Management Institute, Detroit, MI
TapRoot Incident Investigations, System Improvements, Inc., Detroit, MI
40-Hour HAZWOPER, Regulatory Training Center, South Charleston, WV
Haz-Mat Responder, Cleveland State University, Cleveland, OH, 1999.
Haz-Mat Incident Command, University of Findlay, Findlay, OH, 2004.
5S The Visual Workplace, Purdue University, Indianapolis
Technical Writing, University of Akron Wayne, Akron, OH
A-3 Problem Solving, DNV-GL, Indianapolis
Industrial wastewater treatment certified.
DOT Certification, AARA, Toledo, OH
DOT Certification, AARA, Toledo, OH
Skills:
Automotive Industry Coatings Continuous Improvement Fabrication Fanuc Robotics FEMA FUELJIT Lean Manufacturing Operations Management Plant Management Robotic Turbine WeldingAdhesives Industrial Chemical Petroleum Polymer Refinery Petrochemical MitigationDeep Drawing TPS Boiler Lasers Manufacturing Processes Process Controls Industrial WastewaterWater Treatment HAZ-MAT Hazardous Waste Wastewater Wastewater Treatment CGMP CGMP/FdaWonderware Cost Control Cost Management Operations Problem Solving Shipping StaffingAudit Auditing FCA Budget Budgets GL Kaizen Machining Mazak Metal FormingTIG Welding Stainless Steel Tooling Finishing Wood Working Bakery Floor CarePredictive Maintenance Boiler Maintenance Maintenance Scheduling Kanban Chemical ProductionCapital Planning Customer Relationship Management Financial Planning and Analysis M&A ROIStrategic Planning Supply Chain OPEX SIX-Sigma SIX Sigma Process ImprovementProcess Improvements Workflow Retail Logistics Procurement Inventory PackingShipping & Receiving Housekeeping Branding Retail Marketing Hazardous Materials Process SafetyHR Human Resources Coaching Food Service ISO JD Edwards SAP Salesforce Prometheus Oracle Team Lead OSHA Competitive Bidding Mentoring Recruiting DOT Regulatory Compliance
Scada Microsoft Office
Additional Information:
Increased reliability in operations to 99%, 40% improvement in unscheduled breakdowns, and optimal audit scores at multiple facilities managed.
Managed projects form $100K to $4.9 million in project value, meeting all deadlines and achieving a 99.4% error-free pass rate and ROI from 3 months to 1.2 years.
Reduced WIP by 50%, an 85% drop in labor grievances and a 15 m/h zero lost time injuries incident rate.
Enabled 45% increase in production by implementing reliability improvement projects leading to sustainable process improvements.
Reduced shipping rates by 39%, achieved 98% stock execution, and 41% in labor costs by auditing manufacturing processes, negotiating with Supply Chain vendors, installing scales and meters, and establishing new standards for accountability.
Championed drive to decrease mobile equipment repair by 38% and created a $335K giveback to company from sale of under-utilized equipment by installing usage meters, switching to condition-based monitoring instead of time-based, and installing GPS locators.
Devised promotional approaches to boost customer numbers and market penetration while enhancing engagement and driving growth from 10M to 14M 1Q 2019. This included customer visits, sample production, networking & collaboration, and regular meetings with all stakeholders.
Achieved record throughput (+14M gross gal @ Month) and EBITDA (+$30M first half 2015) by adjusting the operating schedule to customers needs, sharing resources, capitalizing on trends, and diligently auditing operator rounds.
Achieved 70% reduction in unscheduled downtime and relieved several process constraints that led to net improvement of 45% in efficiency while reducing non-first time pass rates 58% by concentrated hiring process, new operator boot-camp, operator-owned PM processes, open feedback channels, and consistent auditing.
Reference:
Available upon request.
Candidate Contact Information:
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