Alfredo Rivera
Plant Manager
Belleville,New Jersey
Summary
Over 20 years of end-to-end Operations and Manufacturing experience in the Consumer Goods Industry (Personal and Home Care), Food Processing, Protective Packaging, Paper Bags, Snack Foods, and Contract Manufacturing. Consistently delivered superior quality service and driven organizational success. Expertise in developing and executing innovative, customer-focused supply chain strategies that align with organizational goals, identify untapped opportunities, and maximize market share while increasing profit margin.
Overview
25
25
years of professional experience
1
1
Certification
2
2
Languages
Work History
Plant Manager
Signode
01.2021 - Current
- Direct the Plant Operations of Paper Bags, Corrugated Paperboard Corner Protectors that provide sustainable product and pallet protection for a variety of markets and applications.
- Improved Plant EBITDA margin by 10% by reducing waste, negotiating with lower cost suppliers, implementing leading KPIs aligned with financial targets, improving maintenance service and engaging hourly employees with the goals of the facility.
- Manage P&L statement assuring Revenue maximization for the facility through cost reduction by using recycled fiber instead of Virgen pulp, improving efficiency and output through CI initiatives.
- Lead 10 direct reports and 250 indirect reports.
- Cut down procurement costs through reassessing vendors, saving the company 25%.
- Utilize Plant Strategic A3 to capture current state, inefficiencies, gaps and corrective actions in the process.
- Full ownership of KPIs: Safety, Quality, Staff, Production, Efficiency and Cost.
- Safety- Recordables, Near Misses.
- Quality and Customer – Credit $ per M, OTIF, MUV Variance %.
- People – % Overtime, % Turnover.
- Production— Production KLbs, Production Ms.
- Efficiency and Cost – OEE%, Waste %, Conversion Cost Cost/lb, Conversion Cost Cost/M, Labor $per lb, Overhead $ per lb.
- Operation Excellence and CI improvements.
- Driving continuous improvement through excellence in leadership, problem solving and teamwork.
- Utilize Lean Tools like 6S, VSM, Kaizen, SMED, and Kanban to minimize waste, remove non-value-added processes, and boost efficiency.
- CAPEX Projects, Budget and weekly and monthly forecasting and Capital spend projects.
- Devised and implemented a disposition plan for excess inventory which led to cost avoidance of $900,000.
- Exceed monthly Revenue goals by 15%.
- Reduced employee turnover rate and improved retention rate.
- Implemented 6S program to improve Safety, Housekeeping and Production Output.
- Manage production schedule according to Sales Demand Report.
- Direct Preventive Maintenance and work with vendor suppliers.
- Implemented changes to the daily Production Log to capture production gaps and opportunities.
- Ensured SOPs are followed to Standardize flow and process.
Plant Manager
Panos Brands
03.2019 - 12.2020
- Managed P&L statement, assuring Revenue maximization for the facility.
- Lead seven direct reports and 125 indirect reports.
- Cut down procurement costs through reassessing vendors, saving the company 15%.
- Use Lean Transformation Hoshin Kanri and A3 Plant Strategic planning to build alignment, define direction across all departments and Shop Floor Front Lines.
- Updated KPI report on efficiency, downtime, sales, and losses weekly.
- Implemented 5S program to enhance cleaning, changeovers, and sanitization procedures.
- Upgraded production machines, increasing output by 10%.
- Managed production schedule based on Sales Demand Report.
- Directed Preventive Maintenance and collaborated with vendor suppliers.
- Improved daily Production Log to identify gaps and opportunities.
- Managed B2B and B2C opportunities to boost profits and customers.
- Ensured adherence to SOPs and created new ones as needed.
- Trained associates on HR Cloud system for policy understanding and tool access.
- Manage 3 Shifts in a 24/7 operation with 12 High-Speed Filling Lines.
Operations Manager
Mondelez
05.2017 - 02.2019
- Managed and oversaw over 300 production employees in a high-speed manufacturing facility.
- Monitored and ensured KPIs are met on a daily, weekly, and monthly basis.
- Communicated Metrics and Production Yields daily.
- Reviewed planned and unplanned downtime, schedule changes and efficiency issues.
- Ensured employees comply with GMP's, SOP's, Quality standards procedures and Health and Safety and Environmental policies.
- Worked along with Maintenance planners on equipment upgrades and preventive maintenance.
- Improved production efficiency by 8% and reduced waste by 5%.
- Ensured production schedule is met and manpower is utilized according to business needs.
- Manage 3 shifts in a 24/7 operation with 15 high-speed lines.
Operations Manager
Reckitt Benckiser
08.2015 - 04.2017
- Direct manufacturing operations of multiple production teams.
- Manage 3 shifts in 24/7 operations with 23 High- Speed Filling Lines.
- Improved Overall Equipment Effectiveness (OEE) by 6% on the previous year.
- Updated Skill Matrix by focusing on weaknesses and strengths of members of each team that resulted on better allocation of manpower throughout the plant.
- Controlled Actual Costs vs Volume related to Direct Labor and Cases Produced.
- Champions the development/compliance of Plant safety and housekeeping.
- Reviews daily operating results and monitors trends in labor usage.
- Line downtime and quality rejects and follow ups.
- Responsible for the identification, development, and implementation of process improvement and best practices focused on improvements in Safety and Quality.
- Service and Cost Reduction-improved efficiency and reduced waste.
- Responsible for being part of new production development of cost-saving projects.
- Work with multiple departments—Finance, Planning, Engineering, Quality and EHS regarding cost saving projects, scheduling, safety, nonconformances, and waste to make the Plant more profitable.
- Successfully led initiatives resulting in waste cost reduction exceeding $1.2 million, optimizing operational efficiency and resource utilization.
- Surpassed waste reduction targets, achieving a percentage above the set target, demonstrating a commitment to continuous improvement and cost savings.
- Maintained operational excellence with zero major issues.
- Closed 100% of quality alerts promptly, ensuring swift resolution of issues and maintaining product quality standards.
- Achieved a Right First-Time rate of 99.92%, surpassing the 99.85% target.
Operations Manager
Colgate
05.2000 - 07.2015
- Improved monthly production efficiency levels exceeding 20% of target for the past five years.
- Established team performance plan with common understanding of team purpose, roles, responsibilities, and accountabilities.
- Reduced Line Change over Time by having Techs, Operators and Maintenance follow change over parameters, ensure training was provided for those who needed and support throughout the changeover process.
- Mentor and Cross-Trained Operators, Tech 1 and Processing Operators in multiple departments.
- Lead and manage a team effort that drove up over 80% of Asset Utilization while bringing down costs for the past ten years.
- Identified and resolved unauthorized, unsafe, or ineffective practices.
- Introduced new methods, practices, and systems to reduce turnaround time.
- Developed and maintained relationships with external vendors and suppliers.
- Increased profit by streamlining operations.
- Led hiring, onboarding, and training new hires to fulfill business requirements.
- Scheduled employees for shifts, considering customer traffic and employee strengths.
- Manage 3 Shifts in 24/7 Operations with 25 High-Speed Filling Lines.
Education
Master of Business Administration - Management
Farleigh Dickinson University
Bachelor of Business Administration - undefined
Farleigh Dickinson University
Skills
- Lean Six Sigma Green Belt Certified
- Microsoft Office
- SAP
- Master Control
- Waste Management Certified
- OSHA 30 Trained
- Third Wave
- AS/400
- Boiler Operator Certified
- HACCP Certified
Affiliations
Lean Enterprise Institute
Kaizen Institute
Certification
Lean Six Sigma Green Belt
Timeline
Plant Manager
Signode
01.2021 - Current
Lean Six Sigma Green Belt
04-2019
Plant Manager
Panos Brands
03.2019 - 12.2020
Operations Manager
Mondelez
05.2017 - 02.2019
Operations Manager
Reckitt Benckiser
08.2015 - 04.2017
Operations Manager
Colgate
05.2000 - 07.2015
Bachelor of Business Administration - undefined
Farleigh Dickinson University
Master of Business Administration - Management
Farleigh Dickinson University
Similar Profiles
Lurdes B. BecerraLurdes B. Becerra
Administrative Assistant at SignodeAdministrative Assistant at Signode
Sebastian RojasSebastian Rojas
AR Specialist at SignodeAR Specialist at Signode
SARATH THERAMBILSARATH THERAMBIL
Technical Manager at SignodeTechnical Manager at Signode
Sarah Jane GibneySarah Jane Gibney
Sales Associate at Barnes and Nobel BookstoresSales Associate at Barnes and Nobel Bookstores
Raymond Lee-HamlinRaymond Lee-Hamlin
Marketing Manager at RayZo, Inc.Marketing Manager at RayZo, Inc.