JASON CLOUGH

Site responsibility. Increased efficiency from -4% to 10% and reduced expenses for maintenance and equipment rentals. Increased staffing nearly 20% for revenue growth.

• Started at Corporate (TX) and transferred to satelite (NV) to provide change management to the culture and impact Employee Engagement, Retention, Safety, and Training.
• Team of 106 and 4 salary reports.
• Managerial Responsibilities: RCM, TPM, PM, PDM, SPC using KPIs, Employee Turnover and Injuries, Downtime, Cost Centers, Inventories, Scrap
• Report Engineering to Corporate Director
• Create Corporate Technical Training Program.
• Kaizen 15-year-old clutter.
• Direct equipment movement for process flow-through.
• Engineering equipment and facility upgrades.
• Personnel placement.

• Metal fabrication w/3 shifts seasonally.
• The manufacturing operation was insourced to our Vietnam location where our raw materials were made due to tariffs and manufacturing operations in USA closed.
• I reported to the Manufacturing VP in Chicagoland for this site, with sole responsibility for all operations.
• From worst to first in KPI’s in less than 6 months (5 manufacturing sites total, now all closed).
• Increased OEE 50% in 3 years.
• Best attendance company-wide by increasing Employee Engagement and every employee worked with me right up to closing down the operation.

Lead the maintenance team in the most successful start-up in Bimbo Bakeries history.

I was the engineer on the Food Safety team in this SQF certified bakery.

CMMS implementation and analysis.

RCM, PM, PDM, SPC in CMMS, Daily Meeting Master, Technical SOP author for site.

This is the highest talent shop that, to this day, I have ever worked in.

• Accomplishment worthy to note: I built a servo drill for production completely by myself. I welded the stand, machined all of the tooling, installed the electrical cabinet and all of the wiring and programmed the PLC.
• This was my first major machine build where I leveraged all of my skills in fabrication, welding, machining, electrical and mechanical engineering.

• The new maintenance manager started here 2 weeks before hiring me.
• He inherited a continuous production line (when it goes down, everyone stops working) with 6 hours of downtime per week with the cost of $5k per hour.
• With our superb teamwork and experience, we shrank the downtime to 30 minutes per week within 3 months through establishing proper preventative and predictive maintenance practices that had never been done prior.

• (Now sold and closed) Self-starting 2-man crew on weekend days where we set records in production due to efficiency.
• This facility completely burned during Christmas break in 2007 and everything had to be rebuilt.
• This became my first facility and operations start-up.