Results driven Manufacturing Operations executive with extensive multi-site domestic and international background. Experience in consumer products, pharmaceutical, medical device, food and beverage for Fortune 500 companies such as Campbell’s Soup, Covidien and Procter and Gamble. Consistent record of systemically driving improvements in quality, service and cost optimization. Implement operational excellence and continuous improvement programs that enables people engagement, builds capability while delivering sustained results. Unique ability to quickly sort through key issues, identify root cause and apply practical solutions to critical problems. Expertise and areas of strength includes:
• Operational Excellence
• Lean – Six Sigma Tools and Techniques
• TPM and Reliability Methodologies
• FDA and Quality Systems Management
• EHS and OSHA Regulatory Compliance
• Supply Chain Strategy Development
PROFESSIONAL EXPERIENCE
CAMPBELL SOUP COMPANY, Camden, New Jersey 2008 - 2011
Vice President of Manufacturing – Pepperidge Farm, Norwalk, CT (2010 – 2011)
Provided leadership, focus and direction for 9 US manufacturing plants that produced premium quality fresh bread, cookies and crackers. Direct reports included 8 Plant Managers, 2 Directors of Operations and a Director of Safety. Managed an operating budget of over $750 million and 3,200 employees.
• Oversaw the development and execution of the “Pepperidge Farm Manufacturing System” which provided the foundation for a Lean – Six Sigma transformation within a baking environment.
• Developed and leveraged streamlined financial reporting, operating KPI’s and leadership focus that optimized cost, quality and customer service.
• Applied Lean and Six Sigma techniques that improved the product and process development cycle which resulted in effective new product launches.
VP of Global Supply Chain, Operational Excellence & Strategy, Camden, NJ (2008 – 2010)
Reported to Sr. VP of Global Supply Chain. Collaborated with global supply chain leaders to drive Operational Excellence across 5 Supply Chains (38 manufacturing plants) in North America, Europe and Asia Pacific. Direct reports included Directors of Operational Excellence, Global Reliability and Safety.
• Key contributor to the development and implementation of the Global Supply Chain Strategic Plan which provided focus and alignment while leveraging best practices across a global supply chain.
• Established and developed Continuous Improvement Process that integrated Campbell’s TDC tools and generated substantial improvements globally:
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Deployed Plant Leadership Lean Sigma Training and Value Stream Mapping across 30% of plants.
¬Pilot Plant resulted in an average increase of 300% in annualized cost savings over 3 years.
¬Asia Pacific divisional scrap reduction of 25 % over a 2 year time period. Through TPM and Reliability tools improved Global Reliability by 3 percentage points over 2 years.
• Revised Global Safety Strategic plan that built upon a 5 year positive trend and delivered best in class safety results of 0.32 Lost Time Accident Rate.
COVIDIEN (formerly Tyco Healthcare), Mansfield, MA 1994 - 2008
Vice President of Manufacturing – Covidien, Mansfield, MA (2006 – 2008)
Director of Manufacturing – Covidien, Mansfield, MA (2005 – 2006)
SharpSafety Division accounted for over $650MM sales. Became Director of Manufacturing and was then promoted to Vice President of Manufacturing with global responsibilities. Direct reports included 6 Plant Managers and a Manager of Operational Excellence.
Overall accountabilities included day-to-day production of high volume medical devices (hypodermic needles, syringes and sharps containers) made at six manufacturing plants located in the US, Europe and Turkey. Managed an operating budget of $343MM and over 2,500 employees. Key partner for innovation and new product introductions. Managed safety, cost control, quality, customer service, and installation of major capital equipment.
• Delivered $8 million, $12 million and $15 million in annualized cost savings over a 3 year time period. Leveraged Lean – Six Sigma techniques that drove a pipeline of 30 to 60 critical projects ongoing.
• Worked with key supply chain and logistics resources to reduce Backorders by 66% while improving Customer Fill Rate from 88% to 95%.
• Elevated manufacturing management role within division to truly partner with Sales, Marketing, Engineering and R&D functions that resulted in timely and successful new product launches.
Plant Manager – Tyco Healthcare, DeLand, FL (2003 – 2005)
Led 750 employee facility that produced hypodermic needles and syringes; $90MM operating budget. Operations in needle grinding, high speed assembly, plastic injection molding, robotics and sterilization.
• Restructured plant technical resources and developed Reliability Teams that drove 35% improvement in productivity over a 2 year time period.
• Implemented pull systems and scheduling optimization that reduced service backlog from $2.6 million to $760 thousand within a year.
• Improved material yield variances from being historically unfavorable to $1MM in positive variance.
• Improved quality first pass yield and internal non-conformances by 47% year over year.
Plant Manager – Tyco Healthcare, Crystal Lake (2002 – 2003)
Managed a 500 employee plastic injection molding plant with an operating budget of $60MM. Manufactured containers for the disposal of needle and syringes.
• Worked with the plant leadership to develop a business plan that provided clear direction and focus that allowed the facility to achieve critical results. Developed a training matrix for “next in line leaders.” Rolled out a new Attendance Policy as well as consolidated hourly employee pay scale.
• Laid the groundwork that eventually led to the plant receiving its first ISO Certification.
Plant Manager – Tyco Healthcare, Raleigh, NC (2001 – 2002)
Managed 250 employee bulk pharmaceutical plant with an operating budget of $85MM. Processed reaction and extraction of Acetaminophen (APAP) as well as its precursor para-Aminonphenol (PAP).
• Drove APAP daily output from 65 metric tons to 85 metric tons through use of focused reliability tools and chemical reactor yield de-bottlenecking techniques.
• Reduced PAP Standard Cost by 23.5%; Reduced APAP Standard Cost by11%
Effectively reduced overhead spend by 19% from $38MM to $32MM.
• Lowered Customer complaints from 1.32% to 0.94% opportunity on a rolling 12 month average.
• Was able to successfully integrate a “Mallinckrodt” facility into the Tyco Healthcare culture.
Manufacturing Manager – Tyco Healthcare, Greenwood, SC (1999 – 2000)
Reported to Plant Manager. Oversaw $55MM budget and led 285 hourly employees and 12 salaried personnel that produced disposable adult incontinence diapers and bedpads. Department consisted of
25 converting machines that included the integration of 14 machines from Green Bay plant closure.
• Managed a 17% improvement in productivity and a 40% reduction in waste versus prior year.
• Achieved $3.43MM in Material and Direct Labor Variance versus an objective of $2.6MM.
• Drove organizational restructure that improved plant technical resource and allocation between manufacturing and engineering departments.
Operations Manager – Tyco Healthcare, King of Prussia, PA (1994 – 1998)
Reported to Plant Manager. Oversaw $40MM budget and provided leadership for 200 hourly employees and 4 salaried personnel that produced private label disposable adult incontinent diapers.
• Reduced OSHA RIR by 80% from 24 RIR to 4 RIR during a 4 year time period.
• Improved productivity (Mpads/hr) by approximately 15% over a 4 year time period.
• Effectively met customer service for ~ 25+ major retail SKU’s on 5 Incontinent Diaper machines.
PROCTER AND GAMBLE, Mehoopany, PA 1989 - 1994
Diaper Line Pair Manager (1992 to 1994)
Managed diaper production with crew of 35 people that operated within a High Performance Work System. Managed equipment reliability, preventative maintenance, service, quality and employee safety.
Process Engineer / Product Reliability Manager (1989 to 1992)
Responsible for process engineering, quality and product reliability of Pampers and Luvs diaper operating departments. Developed statistical analysis and design of experiments to improve product quality.
Education
Master of Business Administration – Eastern University, St. Davids, PA; May, 1999
Bachelor of Science, Chemical Engineering – Rensselaer Polytechnic Institute, Troy, NY; August, 1989
Training & Personal Development
• Selected for top 50 Leadership Campbell Soup CEO Institute Leadership Training – 4/10 to 5/11
• Campbell’s STARS (Strategic Planning) Training – 12/08
• Six Sigma and Lean Manufacturing Overview – 7/02
• Inventory Management Techniques: Planning & Replenishment (AMA) – 10/00
• Team Decision Making (Wilson Learning Center) 7/97
• Seven Habits of Effective Leadership - 11/96
• Project Management Training - 9/96
• Certified Zenger Miller Team Leadership Trainer – 4/93
• Certified Kepner Tregoe Facilitator (Problem Solving, Decision Making and Problem Analysis. – 1/92
• Certificate of Completion: The Institute for Productivity Through Quality (University of Tennessee) – 12/90 |
