Plant Manager - Candidate DS91517

Plant manager

  • Steady Progression of increasing responsibilities
  • Good stability - same employer for last
  • MBA & BS Electronics
  • Eager to relocate 





Global Beverage Company, San Leandro, CA Earning $130K

  • Manage all aspects of the production of all products, supervising 3 managers, 13 supervisors, and 180 hourly associates operating 5 production lines in a fast paced 7/24 operation.
  • Responsible for a plant operating budget of $44MM.
  • In this plant turn-around, I am responsible for an increase in plant efficiency by 12% in the first 9 months. This was achieved by strong leadership, training supervisors, restructuring production schedules and improving maintenance processes.
  • Reduced union grievances by 20% by working closely with the union stewards and business agents, implementing better labor management processes, and training supervisors.
  • Restructured shipping schedules to better utilize assets, reduce detention, and drive productivity. Detention has been reduced by 85%.



Global Beverage Company Earning $100K

  • Manage 1 supervisor and 20 maintenance technicians in the preventive and corrective maintenance of all plant and facilities equipment (4 hot-fill beverage lines) with a supporting maintenance budget of $1.8MM. 2014 results were $350k favorable to budget. In first year on the job, revised the maintenance processes for optimum maintenance planning and scheduling. This resulted in more accurate job accomplishment and more value-added activities being performed. Plant wide USLE has increased by 4% in 2014 and currently 12% over goal for June and 3.9% over goal YTD 2015.
  • Completed all tasks to achieve Phase I and Phase II of Total Productive Manufacturing (TPM). Implemented a strong Breakdown Analysis (BDA) process which has reduced our total breakdowns by 34% from 2014 and increasing Mean Time Between Failure (MTBF) by 20%.
  • Working with a cross-functional team to develop Asset Maintenance Plans for all production equipment. This in-depth process ensures that all maintenance activities performed by Maintenance and Production personnel are quality, value-added activities that promote better equipment efficiency and/or reliability.



Global Beverage Company

  • Manage 3 supervisors and 20 production personnel in the operation of three production lines. 2013 YTD ingredient yields $245k favorable and overall CMV favorable by $690k.
  • Extensive project management skills: managed several NPC projects including equipment and a production line installation, all of which came in on budget and on time.
  • Expert SAP knowledge, created and implemented new method of issuing remnant material to process orders resulting in over $300k annual savings.
  • Sight OE Lead and Productivity Improvement Champion for Base Place. In 2012, we projected a shortfall in PI and brought forward a shovel-ready project to fill the void resulting in exceeding our commitment by 35%. Currently over delivering on 2013 PI.
  • Efficiency improvement of 13% on Lemon line by using creative labor utilization, new autonomous maintenance tasks, and BECs.
  • Created a multidepartment 5S team that worked throughout the plant on 5S implementation. Regional leadership was impressed and many other plants sent people to learn from us.
  • Gathered data and worked with programmer and Quality to reduce CIP times, significantly reducing our water usage - 2012 YTD Water Use Ratio of 3.54, 5% under goal. 2013 YTD: 2.85.
  • CCR Apopka has never had a market action and has had no PQFs during my tenure.
  • Worked with region Partner team to understand and create an operational process to achieve our Process Order Attainment goal. 2012 YTD: 90.7%, 2013 YTD: 100%.
  • CCR Apopka was awarded 2011 Plant of the Year in Safety for over two years injury free.



Global Beverage Company Earning $68K

  • Managed department's 21 union maintenance technicians across all shifts in a 7/24 aseptic operation, maintaining 12 production lines at an overall 80% efficiency.
  • Designed and installed a modification to four juice processing systems that saves over 100,000 gallons of juice per year.
  • Managed a maintenance budget $1.5 million. 2005 YTD $52,000 favorable over all.
  • Developed and executed a new, comprehensive preventive maintenance program for 3 blend systems, 12 fillers, 42 down line machines, and 2 robotic palletizers.
  • 2005 March YTD efficiency at 2% above budget and 5.5% above any other CCNA aseptic drink box facility.
  • Developed numerous maintenance plant-wide programs supporting the NASCO Quality System which revealed no gaps during our recent certification.
  • Initiated and completed a capital project to replace 4 shrink bundling machines which came up on time, within budget, and received expected efficiency boost.
  • Designee for production manager during vacations or business travel. Also provides production coverage during supervisor absences.



Real Estate Sales

Owner of real estate office (wife is broker), negotiating and coordinating sales transactions of residential real estate. Once homes are found for buyers, this is a project management exercise, ensuring all of the various tasks, including loan approval, title, escrow, inspections, and all required legal paperwork are completed on time. 



Global Beverage Company

  • Managed 16 maintenance technicians across all shifts in a fast paced 7/24 chilled juice operation.
  • Initiated preventive maintenance program for 3 EH paper fillers and 1 plastic filler as well as 2 blend systems and 13 downstream machines.



The Minute Maid Company, Paw Paw, MI

  • Supervised 25 production and maintenance personnel in the operation of 4 blend systems and 12 aseptic production lines.
  • Led a team of selected operators in creating the initial Coca Cola Quality System documents supporting aseptic blending, paving the way to eventual NASCO certification.



Held various positions of increasing leadership and responsibility.

After earning a Bachelor of Science degree while working full time, I was accepted to Officer Candidate School and was commissioned an Ensign in 1988.

I served on board two ships and one shore facility before retiring in 1997 as a Lieutenant (03).



  • Assistant Combat Systems Officer on a large amphibious assault ship, managing over 75 people in day to day operations as well as operations planning.
  • Auxiliary Officer, managed 16 personnel in the maintenance and operation of 4 diesel generators, electrical power distribution, compressed air, hydraulic, and climate control systems.
  • Electronics Officer, managed 12 technicians in the maintenance of all electronic equipment including all communication, navigation, and combat display systems.
  • Selected as 1 of 2 Tactical Action Officers on a deployment to the Persian Gulf during Operation Desert Storm. The only junior officer with authority to fire ship's weapons.



  • Master of Business Administration, Western Michigan University
  • Bachelor of Science, Electronics, Chapman University
  • Graduate of Coca Cola's Supply Chain Leadership Program

Whats new

  • When is it Time to Hire a Recruiter for your Small Business?
    Written by
    When is it Time to Hire a Recruiter for your Small Business? Stay focused on what you do best. Do you really want the cost and responsibility of an inhouse employee? What business are you in? Let our experience and deep resources ensure that you procure that Best in Class candidate. When you need help - we have who you need! This costs money. We pay for access to multiple databases, software licenses, salaries and benefits for researchers.  Hiring us to fill your important roles is smart. We have the resources and depth of expertise to recognize talent when we see it. Yes,…
    Written on Wednesday, 15 January 2020 01:39 in Hiring Solutions Read 6818 times