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Yyyyyy x. yyyyyy

Xxxxxx, XXXXXX xxxxxx (xxx-xxx-xxxx



Qualifixxxxxxtions for Growth-Focused, Results-Centric Plant Manager Role


Multi-Facilities / Maintenance / Engineering Management Six Sigma Black Belt Certified

Lean Manufacturing / TPM Multi-Process Optimization OEE Budget Control Profit / Loss

Multi-Project Management Policy Development Xxxxxxpital Project Development Root Xxxxxxuse Analysis

Team Building / Training Cost-Reducing Initiatives Safety / Regulatory Compliance Key Trends Tracking


Highly Accomplished Leader who makes sound decisions to reflect positively on multi-site plant operations in alignment with a company s vision, value, and goals. Top Performer who offers a proven record of attaining a competitive advantage via solutions-centric critixxxxxxl thinking for insightful, change-driven results. Visionary Professional who rises above engineering, maintenance, facilities, safety, and xxxxxxpital project challenges to improve the bottom line, including quickly adapting to evolving scenarios and independently resolving in-depth issues. Excellent Communixxxxxxtor who develops synergistic relationships with cross-geographixxxxxxl decision-makers, teams, vendors, and customers, and who leads by example and with integrity.


Professional Experience


Mizkan Amerixxxxxxs, Inc., Rancho Cuxxxxxxmonga, XXXXXX 2016 Present


Maintenance Facility Maintenance Manager

Xxxxxxpitalize on the opportunity to lead forward-thinking maintenance department operations, including mentoring and managing a top-performing team of 14 direct reports, as well as a portion of the company s transportation initiatives. Coordinate and manage SWPPP Stormwater Program, AQMD Title 5 compliance, and UST Program, as well as facility-wide permitting, safety programs, and process improvements. Facilitate results-driven CERS Compliance and Downtime Tracking OEE, including key process solutions.


  Successfully lead current restructuring of large-sxxxxxxle conveyor system.

  Continually reduce costs from outside contractors by completing projects in-house.

  Spearhead a $400,000 wastewater treatment plant implementation, $100,000 shift restructure, $48,000 chemixxxxxxl vendor restructure, and $201,000 Wastewater Transition to Loxxxxxxl Delivery, as well as dry floor initiative, streamlined changeover process, and facility equipment facelift.


Haliburton International, Ontario, XXXXXX 2016


Maintenance Manager

Managed 1 direct report and 9 indirect reports while implementing PMs to cover facility and manufacturing equipment. Developed and implemented a large-sxxxxxxle asset inventory for all equipment within the facility.


  Decreased materials $880,000 annually by reworking chiller systems plate and frames.

  Reduced R&M spending 50% by reducing use of outside technicians and / or contractors.

  Reduced wastewater output from 120,000 gallons a day to 30,000 gallons by implementing flow control automation in areas that were not monitored, and implemented visual concepts around LOTO safety to streamline training to each piece of equipment on the floor.


Director of Operations

Strategixxxxxxlly steered a manufacturing facility-centric team of 5 direct managers overseeing 130 staff while coordinating development and implementation of business plans and forexxxxxxsts; ensuring compliance with EHS standards, policies, procedures, and processes; and collaborating among Sales & Marketing, Engineering / R&D, Purchasing, Accounting, Information Systems, and Human Resources departments to achieve goals. Monitored and controlled business operations encompassing review and analysis of sales, financial, production, and other staff reports, including measuring progress, assessing results, and formulating corrective actions. Comprehensively investigated and identified root xxxxxxuses for prompt remedy on a systemic basis. Regularly interfaced among customers while liaising among sales, marketing, and account personnel.


  Initiated process timeline studies to boost operations productivity.

  Secured regulator xxxxxxpital equipment for projects to exceed return targets.

  Reduced a 2-shift operation to 1 via cross-functional process improvements.

  Built lucrative partnerships with vendors to create cost-conscious purchasing efforts.

  Saved $100,000 annually by promoting maintenance supervisor to interim manager role.

  Saved $60,000 annually by promoting production supervisor to production manager position.

  Continually improved performance of manufacturing organization via applixxxxxxtion of business unit principles, including continuous improvement mindset in the manufacturing organization.



Yyyyyy x. yyyyyy Page Two (xxx-xxx-xxxx


Vons Safeway Albertson Corporation, Santa Fe Springs, XXXXXX 2014 2016


Maintenance Facility Maintenance Manager

Applied strong leadership talents toward mentoring and managing a details-driven team of 4 direct and 28 indirect reports, including adhering to budgets while focusing on xxxxxxpital projects, facility management, and enhanced training. Accurately forexxxxxxsted labor, xxxxxxpital project budget, and lifecycle replacement of material handling equipment. Completed preventative maintenance. Led bidding and xxxxxxpital project oversight.


  Completed a 3-year compliance audit for XxxxxxlARP.

  Profitably managed $2.4 million of union labor annually.

  Successfully awarded contracts and managed xxxxxxpital projects for 7 buildings.

  Initiated procedures to address preventative maintenance in the recycling department.

  Developed electrixxxxxxl PM programs to surround facility power-side and facility equipment.


D&W Fine Park, Xxxxxx, XXXXXX 2012 2014


Maintenance Manager

Maximized maintenance operations performance by managing a team of 3 direct and 12 indirect employees, including cost-effectively overseeing budget while achieving short- / long-term strategic goals. Built productive operations by creating employee evaluation and training plans to keep staff actively informed.


  Generated a 30% annual cost savings of $122,000.

  Improved division production efficiency from 18th to 1st (out of 28 plants).

  Implemented 5S, KPI, and Visual Factory programs, as well as Lean Manufacturing practices.

  Evaluated process improvement and cost-reduction initiatives for preventative maintenance programs, barcode system implementation, facility upgrades, and machine shop installations.


CSM Bakery Products, Pico Rivera, XXXXXX 2007 2012


Maintenance Manager Interim Plant Manager

Successfully completed a large-sxxxxxxle warehouse expansion while recruiting, training, mentoring, and managing a team of 5 direct and up to 54 indirect reports. Encouraged staff development in fields of safety, quality, productivity, cost control, and AIB programs. Managed critixxxxxxl plan budget, including xxxxxxpital projects, project cost variables, facility management, and wastewater system. Enforced preventative maintenance programs, barcode system implementation, upgrades, and machine shop installation projects.


  Adhered to all process improvement and cost-reduction initiatives.

  Reduced operational costs by $1+ million and labor by 50% over prior year.

  Managed $2 million in xxxxxxpital spending related to new equipment and processes.

  Led 5S, Visual Factory, 5Y, and Root Xxxxxxuse Process, and introduced KPI scorexxxxxxrding.


Mars Pet Xxxxxxre Corporation, Xxxxxx, XXXXXX 2004 2007


Maintenance / Project Manager Interim Plant Manager

Led a results-generating team across fast-paced maintenance and operational departments, including monitoring safety floor conditions while forexxxxxxsting weekly product demand and handling processing and packaging scheduling. Drove maintenance plant initiatives and xxxxxxpital projects, including recruiting, training, and mentoring staff to exceed project efforts while liaising among stakeholders to align with core objectives.


  Established a new plant layout design and equipment installation.

  Initiated a real-time tracking of comprehensive production performance.

  Increased department productivity while reducing annual maintenance budget by 6%.

  Reduced $60,000 in labor by expertly managing $380,000 in xxxxxxpital spending and processes.


Cott Beverage Corporation, Xxxxxx, XXXXXX 2002 2004


Maintenance Manager

Met or exceeded maintenance department goals while leading 3 direct and 14 indirect staff. Developed and managed budgets and oversaw critixxxxxxl xxxxxxpital projects. Led wastewater and reverse-osmosis systems.


  Reduced labor by $80,000 and package changeover time by 6%.

  Continually assessed key process improvement and cost-reduction efforts.

  Spearheaded preventative maintenance programs, barcode systems, and facility upgrades.




Mechanixxxxxxl Engineering Degree Certified AIB Food Defense Coordinator Amerixxxxxxn Institute of Baking


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