Dave Jordan

 Accountable for leading $400M in plant-based P&L, with end-to-end responsibility of five liquid aseptic and extraction plants.  Directed oversight of a $120M Greenfield Capex project, with a 275K-square-foot facility entailing eight production lines.  Provided collaborative leadership in network design, achieving growth through long-term strategy and identification of segment opportunities across diverse portfolios.  Exceeded a Total Injury Rate (TIR) of 1.2 against a target of 1.6 through a safety-first culture, incorporating the Safety Risk-Management Program (SRMP).  Delivered YOY annual productivity savings of $6.3M by implementing and rolling out integrated Lean Six Sigma concepts in all manufacturing areas through an operational excellence model.  Integrated a balanced metric scorecard that flowed through tactical and strategic KPIs.  Advised and collaborated with peer executive and business segment leaders to drive ancillary revenue and deliver best-in-class results.

 Assumed an expanded role due to acquisition of two CPG companies, leading seven aseptic filling manufacturing facilities with end-to-end P&L responsibility.  Supervised a Greenfield plant start-up with a 200K-square-foot, ready-to-eat operation that entailed six belt and molded production lines.  Deployed and directed oversight of the organization’s data-modeling and analytics platform that served as progressive systems with standardized processes.  Worked closely with demand planning and sales to coordinate and deliver quarterly forecasts and volume, resulting in a 99% customer fill rate.  Spearheaded the deployment of visual factory across 13 manufacturing plants, driving a YOY aggregate of 23% OEE improvement across the integrated supply chain.

 Completed P&L responsibility of four manufacturing plants, managing the egg business unit that spanned seven manufacturing plants.  Integrated a balanced metric scorecard that flowed through tactical and strategic KPIs.  Drove a safety-first culture across manufacturing facilities, incorporating the SRMP. This included safety process teams, structured leading indicators, and a refined safety culture.  Advised and collaborated with peer executive and business segment leaders to drive ancillary revenue and deliver best-in-class results.

 Directed the organization’s 350,000-square-foot flagship facility with the largest annual volume of 580M pounds.  Achieved a 38% reduction in total injuries, integrating the behavior observation system into the daily production leadership cycle.  Coordinated and oversaw a 45,000-square-foot Brownfield plant build as part of an $80M CapEx integration.  Drove double-digit growth through the utilization of Lean Manufacturing in a capacity-constrained environment.  Recognized with the Operational Excellence Award for two consecutive years.

Spearheaded the site wide Gung Ho Initiative, leading to 100% team certification. Drove a 12% improvement in production-line efficiencies for liquid production lines. Led the Plant Operations Council Initiative Team, focused on a balanced-scorecard approach. Implemented a packaging performance process that fostered a Lean environment

Incorporated Lean packaging processes into a high-volume packaging environment. Reduced start-up costs by 28% and maintained over 90% schedule attainment. Managed all financial systems for Cap Ex site-packaging projects.

Designed, implemented, and monitored management systems in the supply chain function. Streamlined the planning process and real-time delivery system, yielding annual savings of $68M. Reduced on-hand material holdings by 35% and improved inventory data, tracking, and forecasting.