Michael Shull

Reported to Plant Manager. Oversaw and directed the Finishing and Shipping of Rail and Semi-Finished products. Managed 70 employees in a union environment. Budget $3M. Provided production direction, reporting, managing and correcting safety issues. " Spearheaded plant turnaround of an unprofitable production plant to profitable by reducing operational and maintenance costs by 40%. Motivated team to meet and exceed KPIs and focused on production efficiencies, continuous improvement, and further cost reduction strategies. " Manage and monitor spending to meet budgets. " Meet Rail Finishing's Safety Plan requirements. Engage associates in Safety initiatives and corrective actions to reduce incidents through incident and near miss reporting. " Meet Business Plan financial EBITDA and KPI goals - Plant-wide EBITDA to exceed 1.5M monthly. Key Performance indicators to include safety, quality, and various productivity metrics. " Responsible for training initiatives of associates to ensure compliance of ISO 9001/14001/45001 and AAR certifications. " Conduct Safety meetings and trainings, perform and record contacts/observations/interaction. " Meet mill utilization goals for Rail and Semi-Finished products through increased efficiency, hours and added shifts of production. " Responsible for the quality of Semi-Finished and Rail products to ensure they meet strict internal and external customer specifications. Audit and Alter quality procedures to ensure proper testing and measuring of product. " Monitor changes to all SOP/JSAs and SICs pertaining to Rail Finishing. " Develop, monitor and prepare Rail Finishing Monthly Performance and Cost Review corporate communications.

Coordinated all operations in a liquid bottling (5 Lines) and granulated (2 Lines) packaging manufacturing facility. Led a team of 60 operations associates of multiple disciplines. Departmental yearly budget of $3.5M " Drove daily (Gemba) and long-term Lean Manufacturing initiatives 5S etc. Resulted in the development of a team of various departments; engineering, production, quality, hourly associates, maintenance and shipping personnel addressing daily directives, short and long-term line improvements through daily meetings. " Designed and instituted Safety training and materials. " Drove total Quality management to ensure customer satisfaction. Adjust quality paperwork as needed to address corrective actions from quality incidents. " Advanced continuous improvement. PDCA, Kaizen events, SMED events, "Mantec" Lean Manufacturing Certified, progressive 5S. Kaizen Event - Compounding Area - 4 days - 15 associates Perform 5S of entire area. Create signage for entire area for various event initiatives. Create Reclaim tote handling and Storage program. Work with Quality Assurance to create avenues of reclaim into product stream to reduce waste. Yearly savings of $400K waste reduction + Safer working environment SMED Event - Filling Line 4 Changeover time Reduction - 3 days - 12 associates Study current changeover - creation of Spaghetti diagrams and hand tool usage analysis. Create changeover carts in order to stage tooling while in production. Develop conveyor railing limit notches to match bottle sizes - reducing changeover time. Reduce changeover time through quick change tool-less tooling changes and line adjustments. Yearly savings of $300K through line changeover reduction time from 4HR to 1.5HR.

Managed corporate projects related to process improvements pertaining to high speed screen printing of personal care bottles. " Development of machine integrated high speed leak detection system. " Implementation of machine integrated high speed vision quality system. " Develop step by step screen printing machine rebuild procedures.

Coordinated all labor and material production scheduling in a (13 lines) bottle molding facility with a group of 40+ team members.

Supervise labor, raw materials and finished goods production in a (3 lines) HDPE PCR (Post-Consumer Regrind) facility with a group of 20+ team members.