EDWARD PYRDUM
New Albany,Indiana
Summary
Experienced operations professional with a proven track record in regional management. Managed and streamlined operations across multiple locations, resulting in increased productivity and operational efficiency. Recognized for creating collaborative team environments that consistently deliver exceptional results. Possess strong strategic planning and operational oversight skills to drive organizational success.
Overview
43
43
years of professional experience
1
1
Certification
Work History
Regional Supply Chain Manager
PepsiCo
10.2020 - Current
- Company Overview: North Division - West
- Website: https://www.pepsico.com
- As the Regional Supply Chain Manager of the PEPSICO North Division - West I drive site performance by leading teams through data analytics, coaching, and mentoring to eight facilities
- Responsible for driving line production, Operational Excellence activities and plant performance improvement through the TPM Methodology
- My responsibilities include educating all site leadership, leading Line Balancing Optimization events, Loss Analysis, Focused Improvements, and frontline employees, hourly and salary, in the methodology of TPM
- I drive success in sites through ownership of the equipment by the frontline associates while leading the Plant Leadership teams in how to improve performance through the TPM process and address performance gaps
- Analysis of KPI performance to address gaps and build a strategic plan to improve
- Building a culture of problem solvers through the DMAIC and Simple Root Cause processes
- As the North Division Autonomous Maintenance Leader leading 15 sites through equipment performance and reliability
- Conducted performance reviews with the entire North Division, 15 plants, to review AM performance and reduction of Minor Stops, Centerline Compliance, Defect Identification & Resolution, CIL Completion percentages, and 5-S performance
- I am responsible for supporting the annual AOP Loss Analysis in all my sites and lead each plant through TE/RE glidepath planning
- Conduct Line Balance Optimization events within each plant annually per manufacturing line to drive higher efficiencies by balancing the production lines’ capacity for optimal performance
- Conduct Bottle Line University & Can Line University Events for training of site management and frontline in bottling / canning processes
- Competent and capable of leading multiple sites
- I am currently responsible for Howell, MI, Detroit, MI, Toledo, OH, Twinsburg, OH, Cincinnati, OH, Indianapolis, IN, Austin, IN, and Lima, OH
- North Division - West
- Website: https://www.pepsico.com
- Developed a new AM Drumbeat concept to allow for an entire production line’s Total Efficiency to be improved in Total Efficiency with over a 50% reduced timeline than the traditional AM program
- Certified Line Balancing Optimization Certified Leader & Coach
- Member of the national AM Pillar
- Optimized Planned Maintenance performance in sites
- Improved communications through Daily Direction Setting process (Review & Response)
- Led Startup 1st Hour Improvement events in sites
Site TPM Manager
PepsiCo
04.2017 - 10.2020
- Company Overview: Website: https://www.pepsico.com
- As the TPM Manager of the PepsiCo Plant in Austin Indiana I was the coach and mentor to the entire facility for driving TPM activities
- My responsibilities included educating all employees, hourly and salary, in the methodology of TPM
- I worked with all pillars to drive the success of the plant through the associates’ ownership of the equipment while coaching the Plant Leadership team in how to lead through the TPM Journey
- Improvements were driven by the efforts of all pillars by measuring success criteria in daily, weekly, monthly (periodic), and long-term metrics
- I led Change Management and was the Plant Director’s guide through the TPM Journey
- I was responsible to educate all pillar teams and leaders
- I worked with and taught the Autonomous Maintenance, Focused Improvement, and Planned Maintenance pillars to ensure the foundational pillars reach their best potential for the success of the plant
- I was responsible for leading the Austin annual AOP Loss Analysis and provide information for glidepath planning
- I have assisted in the Regional TPM role to aid other plants in their TPM success
- I assisted in Cincinnati, Indianapolis, Howell, MI, Calgary, AB, Canada, and others
- Website: https://www.pepsico.com
- Led the Austin Team from the beginning of the TPM journey in Phase 0
- Led the Austin Team to establish the FI Pillar and utilize the FI tools necessary to exceed AOP project savings and improvements
- Set up and led LBO events on all lines
- Implemented the Focused Improvement with DMAIC Manual in Austin and led national training on DMAIC manual and Problem Solving methodology
- Led the Environmental, Health, & Safety Pillar to setting new records in days since last OSHA Recordable injury
- Successfully kicked off and sustained weekly AM Drumbeats with Step 3 completed and sustained on all machines
- Managed to drive all 6 production lines to conducting AM Drumbeats weekly
- Total Employee Engagement up to 65% in 2 years
- Led the leadership team in moving forward with the next step in the Daily Management System or Review & Response activities
- Initiated an Escalation System to aid associates in communications to the Steering Team (Site Leadership)
Interim Production Manager
PepsiCo
02.2019 - 12.2019
- Company Overview: Website: https://www.pepsico.com
- As the Interim Production Manager / TPM Manager of the PepsiCo Plant in Austin Indiana I was responsible for line performance, schedule adherence, sanitation, personnel safety, utilization of equipment, Supervisor activities, and all Autonomous Maintenance on all production lines
- Website: https://www.pepsico.com
- Through Prod Mgr / TPM Mgr dual roles, I was a major factor in leading the Austin Plant to be the #1 Plant Of The Year in 2019 on the M&W Scorecard from the #48 position in 2017 & 2018
- The model line, Direct Blow Fill, reached over 1100 days since the last OSHA Recordable
- Initiated a Safety Near Miss system to develop more of a leading indicator metric in Safety
- TE / RE improved ~25%
- Successfully sponsored the AM Pillar and managed all teams to drive equipment performance and output
- Managed to drive all 6 production lines to a ~8+ TE gain
Plant Optimization Leader
Goodyear Tire & Rubber Company
10.2016 - 04.2017
- Company Overview: Website: https://www.goodyear.com
- As the Plant Optimization Leader I led the Plant Optimization process to train and build teams to drive improvements in performance and the Daily Management System within the plant and five Business Centers (1600 Associates)
- In addition to the PO Leader I continued my role as the Plant Focused Improvement Leader as well
- Had success as the PO Leader is coaching of the pillar teams throughout the plant
- I led all pillar teams in their work assignments, safety projects, process improvement projects, strategy planning, gap analysis, Daily Operations Reviews, Weekly Operations Reviews, Monthly Operations Reviews, (DMS-Review & Response)
- Website: https://www.goodyear.com
- Directed strategic initiatives for improvement in all areas of cultural and management change impacting safety, quality, efficiency, cost, and others KPI’s in a factory
- Led capability and operating systems development across the plant through the application of lean principles, Total Productive Maintenance (TPM), DMAIC problem solving and Focused Improvement activities
- Visible improvements on Model areas (machines) with zero accidents occurring for more than 24 months, OEE increase of +/- 7-10 %, reduction of waste in model projects, MTBF (mean time between failure) increased on a range from 2 up to 14 days in different areas and machines across the plant
- Successful in ZERO Failure projects through Focused Improvement in the PM Pillar areas
- Successfully completed the Green Belt certification through Goodyear
Plant Continuous Improvement Manager
Goodyear Tire & Rubber Company
12.2013 - 09.2016
- Company Overview: Website: https://www.goodyear.com
- Drive improvement projects within the entire manufacturing facility (1600 Associates) using some of the same tools as Continuous Improvement but more emphasis on focusing on one problem, finding the root cause, sustaining the improvements, and then replicating to other like processes or technologies
- Utilize advanced FI tools, methodology, and statistical analysis to make improvements quickly
- Ensure savings hit the financial bottom line for the plant and meet or beat Annual Operating Plan savings targets
- Website: https://www.goodyear.com
- Educated 100% of all associates in problem solving through the DMAIC process, Loss Analysis, root cause analysis, Why analysis, etc
- Created and initiated a Project Hopper and Matrix for project prioritization and selection
- Increased improvement projects plant wide from an average of 10 up to 65 projects
- Average annual savings of $4.7MM
- Completed Advanced Focused Improvement Training (Six Sigma Black Belt)
- Built a sustainable Focused Improvement Pillar in the plant
Production Specialist Senior
Goodyear Tire & Rubber Company
01.2013 - 11.2013
- Company Overview: Website: https://www.goodyear.com
- Responsible for production in a business center with 450 employees
- I took on the task of reducing our non-powered carriers that are out of process as well by increasing the quality of the product through machine improvements and quality systems put in place
- Wrote Standard Work Instructions with improvements and changes to the processes
- Coached Area Managers in daily tasks and responsibilities while teaching associates how to problem solve and sustain improvements for long term
- Website: https://www.goodyear.com
- Improved bead unit and apex unit production and capabilities
- Increased efficiency in bead and ply equipment
- Certified in Convergent Diagnostics problem solving methodology
- Implemented preventive maintenance for forming rolls on bead units
F-35 Joint Strike Fighter Program Cell Manager
UTC Aerospace
12.2011 - 01.2013
- Company Overview: Landing Gear Division
- Website: https://www.utc.com
- Managed the Joint Strike Fighter military program at Tullahoma facility which involved tracking all JSF parts through the internal work processes to meet on-time delivery and standard hours
- Improve the part supply chain to the assembly line
- Manage parts completely through the assembly process to Fort Worth
- I lead the JSF Red Team to drive for improvements in all of the processes using DMAIC methodology
- I also held a position on the Plant Emergency Response team who worked with Hazardous Materials such as Hydrofluoric Acid, Nitric Acid, and other chemicals
- Landing Gear Division
- Website: https://www.utc.com
- Improved machining production and capabilities by 10%
- Increased OEE in Mazak equipment 7%
- Initiated the use of Vimana software technology for machine monitoring
- Initiated (TPM) ACE activities for the F35 program group
- Certified in HazMat, LOTO, Confined space entry and rescue
- Completed Six Sigma Green Belt Certification (Goodrich Aerospace)
Plant Operations Analyst
UTC Aerospace
02.2011 - 12.2011
- Company Overview: Landing Gear Division
- Website: https://www.utc.com
- Analyze all operations of the Tullahoma plant and give feedback to the cell managers and supervisors
- Analyzed all operations to find improvements to meet standard hours and improve the labor rate at the Tullahoma facility
- Drive improved performance through the data analytics and manage gap analysis
- Addressed any performance issues with program managers and their departments to meet the deadlines and needs of the customer which was Boeing, AirBus, and Lockheed Martin
- Instrumental in drive on time performance in all military contract schedules
- Landing Gear Division
- Website: https://www.utc.com
Supervisor / Manufacturing Engineer
UTC Aerospace
01.2008 - 02.2011
- Company Overview: Landing Gear Division
- Website: https://www.utc.com
- Manage employees producing landing gear for civilian and military aircraft
- Track and manage utilization, productivity, efficiency, direct labor hours, and non-conformance rate with follow ups for continuous improvements
- Responsible for overseeing all TPM activities in the Large Gear division
- Landing Gear Division
- Website: https://www.utc.com
Multi-Department Manager
Carlisle Tire & Wheel
01.2006 - 11.2007
- Company Overview: Website: https://www.carlisletire.com
- Website: https://www.carlisletire.com
- Managed $4 million budget
- Handled all capital project development of improvement projects, equipment rebuilds, responsible for customer supply, and quality levels to meet the customer requirements
- Managed all maintenance overhauls of manufacturing equipment
- Initiated TPM in the Extrusion, Stock Prep, and Mixing areas at a phase 0 or basic level
Project / Crew Supervisor
Bridgestone / Firestone
03.1992 - 12.2005
- Company Overview: Website: https://www.bridgestone.com
- Website: https://www.bridgestone.com
- Managed projects for the Extrusion department while assisting the Area Business Manager in daily functions of the department
- Tracked performance of all equipment and crews within the department
- Responsible for quality, productivity, and safety improvements
Artillery Officer
U.S. Army and U.S. Army National Guard
06.1981 - 11.1996
- Served as a Fire Direction Specialist while enlisted in an artillery unit for the U.S
- Army
- Attended Officer Candidate School and graduated to become an officer at the rank of 2nd Lieutenant
- Served as Executive Officer of an artillery unit during active duty in Iraq during the Gulf War in 1990
- Served as a Field Artillery Battery Commander of a field artillery Service Battery at the rank of Captain
- Commanded up to 144 soldiers at one time
- Successfully completed critical missions on time
- Completed all required military schools for promotions
- Received Field Artillery Officer of the Year award in 1994 for outstanding performance as an officer
- Received the Bronze Star Medal for acts of service in the Gulf War
- Received the Kuwaiti Liberation Medal for service while in Kuwait during the country’s liberation
Education
No Degree - Business Administration And Management
Middle Tennessee State University
Murfreesboro, TNSkills
- Team Leadership
- Complex Problem-Solving
- Operations Management
- Performance Management
- Effective leader
- Training and coaching
- Staff training/development
- Staff Supervision
- Administrative Skills
- Business Analysis
- Decision-Making
- Process Improvements
- Operational Efficiency
- Organizational Management
Accomplishments
- Documented and resolved manufacturing bottle neck which led to increase in Total Efficiency, operator morale, and higher output.
- Collaborated with teams of 4 to 6 over multiple sites in the development of Autonomous Maintenance and weekly drumbeats which increased efficiencies by an average of 4 TE points and minor stops by 75% from baseline.
- Achieved 2 - 3 point TE increase per line in multiple sites by completing schedule Line Balancing Optimization events with a collaborative team, accuracy in data, and efficiency.
- Reduced lost workdays and recordable incidents to 1100 days without a recordable by implementing a safety awareness program called the Safety Near Miss / Concern program.
Certification
- Lean Manufacturing Credential – SME.
- Lean Six Sigma Certification - Various Providers.
- Leadership Development - DDI
- LEAN Practitioner Certification - University of Tennessee
- Professional Leadership Development - Harvard Business School
- Bottle Line & Can Line University Certified
Timeline
Regional Supply Chain Manager
PepsiCo
10.2020 - Current
Interim Production Manager
PepsiCo
02.2019 - 12.2019
Site TPM Manager
PepsiCo
04.2017 - 10.2020
Plant Optimization Leader
Goodyear Tire & Rubber Company
10.2016 - 04.2017
Plant Continuous Improvement Manager
Goodyear Tire & Rubber Company
12.2013 - 09.2016
Production Specialist Senior
Goodyear Tire & Rubber Company
01.2013 - 11.2013
F-35 Joint Strike Fighter Program Cell Manager
UTC Aerospace
12.2011 - 01.2013
Plant Operations Analyst
UTC Aerospace
02.2011 - 12.2011
Supervisor / Manufacturing Engineer
UTC Aerospace
01.2008 - 02.2011
Multi-Department Manager
Carlisle Tire & Wheel
01.2006 - 11.2007
Project / Crew Supervisor
Bridgestone / Firestone
03.1992 - 12.2005
Artillery Officer
U.S. Army and U.S. Army National Guard
06.1981 - 11.1996
No Degree - Business Administration And Management
Middle Tennessee State University
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