Interim Plant Manager; Plant Turnaround Expert

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Summary

With 30+ years of measurable results – I have a consistent record of directing underperforming operations and turning them around improving operations, building strong business relationships, and driving profitable growth in intensely competitive markets. I have driving enhancements in speed, quality, costs, flexibility, strategic planning, effective management of staff and budgets while building the capabilities required for continuous improvement and customer satisfaction. I have the distinction of being a leader who possesses the experience, capabilities, and objective judgment to overcome the challenges of today’s extraordinary market conditions. I bring the skills and experience directing complex, high-profile projects that include coordination of multiple resources. I also have experience managing and directing multiple manufacturing facilities across multiple states. From my broad experience, I have proven success as an effective motivator with practiced aptitude for understanding and assessing corporate needs as well as for delivering the results that meet or exceed company goals and remain in budgetary guidelines.

Highlights
• 30+ years of experience in manufacturing
• Lean Six Sigma Master Black Belt
• Leadership & Organizational Development
• Startups/Turnarounds
• Strategic Planning & Leadership
• Process Improvement
• Change management
• Inspirational coach and skilled trainer
• Team Building

Relevant Accomplishments

• Developed and implemented coaching and training programs to develop staff, facilitate efficiency, and improve performance which cut down on employee turnover, waste, and disciplinary actions due to poor job performance.
• At AFCO Industries, to decrease customer complaint, improve customer experience, reduce waste, and improve the manufacturing process, I combined several different leadership attributes of coaching, training, inclusiveness, listening and active open participation by all employees. This allowed me to empower front-line employees to make decisions that focus on quality and safety based on customer & company needs, expectations and overall organizational direction.
• Southwark Metals was a Startup location. Over saw electrical and pipe fitter contractors to run electrical and air lines throughout the building for the equipment. Received and Installed equipment and set up to run. Set-up training program and trained new personal on equipment, machine operations, and manufacturing components. Through me direction we accomplished setting up a 35,000 sq ft production floor footprint from start to full production in twelve weeks.
• Decrease current turnover rates and improve retention at AFCO by developing a more involved on-boarding process, increasing manager daily engagement with all employees, and more structured job training.
• Spearheaded Lean Six Sigma and initiated Change management programs through perspective and strong analysis skills that enabled me to apply best practices and robust solutions to resolve business issues, with a focus on improving overall efficiency.
• Introduced and implemented Behavior Based Safety & Quality programs at DBCI that resulted in zero plant recordables for 2017 & 2018.
• Introduced Behavior Based Quality initiative that drastically improved production and quality which resulted in an improvement from 75 to a current 92% quality rating with VOC
• Introduced Behavior Based Quality initiative that drastically improved production and quality which resulted in an improvement from 75 to a current 92% quality rating with VOC
• JDM Industrial services completed 96% project completion on time rate and 90% completion on or under projected budget by accurately projecting timeline, understanding steps, pitfalls, excellent organizational skills and calculating accurate costing.
• At Turnbull Bakeries I positioned company for growth through restructuring price models, tracking employee/wage percentage, reducing unnecessary expenses in supplies, creating monthly department budgets, year-end shut down repairs, one, five, and long-range capital budgets for replacement of equipment, upgrades, and additional equipment.
• Broke down and pulled out relevant information allowed form P&L to discuss with each department head to discuss monthly expenses within that department. Purpose was to look at expenses, i.e., direct labor/wages (full & temp), material & supply cost, variable overhead, fixed and variable overhead/cost. Also, relevant information to compare actual to projected or set monthly budget expenditures.

Roles

• • Plant Manager
  • General Manager/Plant Manager
  • Project coordinator/Director of engineering
  • Maintenance Manager/Assistant Plant Manager

Education/Certifications

• • Master’s in Operational Management
  • Bachelor’s of Business Administration
  • Lean Six Sigma Master Black Belt
  • Journeyman Machinist

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