Michael A. McCarty

Responsible for multi-million-dollar manufacturing facility and distribution of pet food through the most technological extruding method in the world. Recognized as the best pet food in the world producing 168,000,000 pounds annually. Kitchen contributed 550MM in profitability in 2023. Implemented Continuous improvement projects and Tier 2 accountability boards for all levels of management.

• Implemented TPM and lean operating systems. Maximizing asset utilization through capacity planning and lean design. Improved OEE from 55% to 79%.

• Creating metrics for all functional departments to be measured on, and how to improve those metrics through kaizen events, engaging employees on the shop floor.
• Multiple capital projects aim to improve raw materials from vendors in meeting fat contents to meet nutritional values for our pets. State-of-the-art vertical form-fill baggers, along with horizontal gas-flushed bagging, were additional capital projects for the kitchen that had large cost-reduction impacts in the area of kibble and freeze-dry production.
• Effectively handled rapid growth by implementing SMED concepts to reduce cycle times on all extruders and packaging lines.
• Resolved customer service issues in a timely manner while maintaining high levels of customer satisfaction.
• Analyzed data trends and identified potential risks or opportunities associated with operations.
• Reviewed site and department performance to improve quality of services and comply with regulatory requirements.

Responsible for all areas of Manufacturing and Distribution of sports supplements. In the short period of being with Catalyst implemented many quality, safety, supply chain and cost improvements by using Kaizen events to engage all employees from all departments.

• Primary leader on New plant start up in Buford Ga. working with all vendors on equipment and transferred assets from two locations while conducting the start-up at the new location. Multiple plant and distribution responsibility.
• Analyzed data with team members by improving inventory variances and efficiency gains through SMED implementation. In addition, implemented CMMS system at Catalyst improving PM completions and reduction in downtime.
• Communicated regularly with executive team members to deliver pertinent details related to progress status and direction for capital projects.
• Created business process flows to identify opportunities for improvement.
• Responsible for 350 employees
• Collaborated with executive team members to create long-term plans for organizational growth and development.
• Tracked key performance indicators related to customer satisfaction, sales volume, cost savings.
• Partnered with vendors to secure competitive pricing on materials needed for production activities.
• Performed financial analysis of proposed projects or investments prior to approval by senior leadership.

• Develop and implement operating plans to achieve P&L, quality, safety and strategic growth targets.
• Lead capacity planning to optimize the manufacturing network and ensure customer service.
• Partner with Sales, Marketing, R & D, Supply Chain to develop solutions for customer RFP's.
• Provide strategic focus and leadership to develop operations leaders within the organization.
• Implement strategies to create Lean culture.
• Ensure facilities meet product launch milestones.

Accomplishments:

• Began Lean transformation by implementing strategic deployment by compressing manufacturing and optimizing SMED events. The largest improvement was a $3.3M.
• Exceeded 1 year without a lost time accident utilizing BBS, implementation of JSA's.
• Completed 12 new customer product launches.
• Awarded Illinois Governor's Sustainability Award in 2016
• Awarded Best and Brightest Companies to work for in Illinois
• https://www.nowfoods.com/now/about-now/awards

• Responsible for 160MM budget for the Plant complex, feed-mill, hatchery and 300 farms (broilers, breeders and pullets). Responsible for over 2000 employees at multiple locations.
• In addition to setting up the P & L (ZBB-Zero Based Budgeting) for each of these business units, all KPI's were set up for each location with the assistance of the Plant Manager and Live Ops Manager.
• Responsible for compliance to OSHA, EPA, EPD standards, such as wastewater and storm water (SWPPP).
• Conduct work alliances with Georgia Tech and the University of Georgia to understand vaccine programs with veterinarians and nutritionists to improve on bird quality and technology in the area of processes.
• Responsible for AI (Animal Welfare), Safety (3 Million man hours without a recordable), Quality, Service and People (Recognition programs and Succession planning).
• Gainesville scored the highest in their AI audit, Quality audit and serviced at a 99.2 in perfect order fulfillment.
• In addition the Complex was budgeted for 25MM in EBIT and finished the year at 55MM.
• Responsible for achieving and exceeding all KPI's in Live and processing, implemented 3 PDCA (continuous improvement) teams in the area of water usage, boneless to live fillet yield and reduction in all parts condemn while improving "A" grade availability.
• All areas exceeded expectations by improving the bottom line by 3.2MM.

• Responsible for Quality, Safety, Service, Lean initiatives and Cost Control up to and including all fixed and warehouse indirect and direct labor results for the Eastern Region; established budgets for all locations related to labor, cost cards, BOM's, raw and packaging scrap factors, yields and efficiencies.
• Began Lean transformation by implementing strategic deployment process. Lean boot camps, and Lean management system resulting in financial improvements and turnarounds in the 7 locations.
• 7 Site Facility Details: Jefferson Georgia (500 employees), Mt.Top Pennsylvania (400 employees) "Green Field Operation" Goldsboro North Carolina (200 employees), New Brighton Minnesota (300 employees), Lawrenceville Georgia (100 employees) "Green Field Operation", Charlotte North Carolina (100 employees) "Green Field Operation" and Lakeland Florida (100 employees) "Green Field Operation".
• Promoted to this position due to a proven track record in eliminating any union advances on the plants, positive variances in all cost control aspects of Mission Foods business, strong safety initiatives with lower than industry standard indices and strong quality indices.
• All facilities are BRC certified and have continuously scored Superior in "unannounced" AIB audits related to Food Safety.

• Start up operation: 45 Million dollar new plant operation in charge of start up including P&L setup, hiring and implementing all aspects of leadership training, hiring of all employees from management to hourly employees. Ramped up 13 manufacturing lines including H & C 2000 fried chip lines.
• Was chosen due to the strong record of success in safety, quality and positive variances in raw, packaging, direct labor and VOH from the Jefferson, GA plant. Certified "A" in BRC first time around.
• Actively stopped the union from entering the location.

• Responsible for the development and implementation of food safety, plant safety, environmental and quality programs.
• Effectively directed and managed a food processing plant through subordinate supervisory personnel.
• Responsible for developing and implementing plant's annual operating budget.
• Coordinated capital projects with contractors and sub-contractors.
• Implemented new Warehouse Management System (WMS).
• Responsible for 7 senior managers, 20 supervisors and 400 hourly employees in a plant that runs seven days a week / twenty-four hours a day.
• Significant accomplishments included servicing sales at 99.9% efficiency, coordinating new product launches, maintaining a superior status with AIB, reducing injury index to below 2.0, reducing employee turnover to under 30% and creating a positive variance to standard in all cost categories i.e.direct labor, packaging, raw material and overheads. Implemented Behavior based safety (Dupont Stop).