Operations Manager

24 years of management experience in manufacturing. The last 10 years of that in a senior leadership capacity, as a Operations manager, Director of Operations (Plant Manager), Manager of Continuous Improvement. Small business owner since 2013. 

Currently operating as a member of the senior leadership team with a lead role in strategic planning, new line/equipment start-ups, new product testing, responsible for managing daily operations of a facility with 420 employees. Directly work with the Harlan executive team, along with all key departments to support operations. My goal at Harlan is to bring structure to the operation by way of "leader standard work".
• Implemented tools to help sustain improvement and eliminate firefighting. Leader standard work and tools include: Safety Audits, Process audits, Process monitors with triggers, Effective downtime reporting to drive actions. Developed DDS (Daily Direction Setting) meetings with goals and agenda.
• 2018 Improvements - New equipment startups on 2 lines during 2018, which contributed to improved efficiency and reduced waste.
• Directly worked with compliance, QA, maintenance, sanitation and the operations team to improve the 2018 SQF score from 91 to the 2019 SQF score of 95.

Operated as the site lead for Continuous Improvement.  Responsible for the direct oversight of the Focused Improvement Pillar and the Continuous Skills Development Pillar, with a responsibility to coach the leadership team with improvement strategies in the areas of Autonomous Manufacturing Development, Environmental Health and Safety, Planned Maintenance and Scheduling, Food Safety and Quality, Lean Supply Chain, Employee Engagement and Early Management (Engineering).
• Successfully implemented a CI program at the Indianapolis Bakery
• EHS Improvements - 10+ OIR down to 3.0 OIR, 75% reduction in recordable injuries attributed to implementing a PPE program and launching employee engaged CI work streams. Landfill diversion improvement initiatives that have led to a 90% diversion rate.
• OEE - Improvement made from a 47% OEE baseline to a sustained 69% OEE; attributed to rate lock and run strategies, reductions in both major and minor stops due to initiatives by the AMD and PM pillar teams.
• FSQ Improvements - Consumer Complaint rate per million bars produced improved from 8+ CPM to a sustained 3.5 CPM. Reduction of finished goods product micro holds improved by 99%.
• Labor improvements - improved overhead cost by leaning operations and reducing hourly positions by 21% from 494 total employees in Jan 2014 to 390 total employees by Jan 2016.
• Responsible to coordinate and facilitate monthly, quarterly and annual performance reviews between Indianapolis and corporate office at CAG and CB&C.

Manager of Continuous Improvement

Operated as a member of the senior leadership team with a lead role in strategic planning, new plant start-ups, daily operations, product testing and building positive customer relations.  Directly worked with the Harlan executive team, engineering team and our customer to launch operations at two Indianapolis facilities. At the Indianapolis Kitley Ave, facility. Managed 110 employees in all areas of the operation until March 2012 when the Georgetown Rd. facility was opened. Managed operations of 500 employees. 
• Managed the contract obligations and expectations of our customer/partner. At Kitley Ave, produced the contracted amount of product, within product specifications, and met all delivery schedules.
• 2011 - Directly involved with equipment FAT's and SAT's for the newly built Georgetown Road facility.
• March 2012 - launched start-up of operations at the Georgetown Road Indianapolis facility. Directly involved with recruiting, hiring and managing up to 500 employees in all areas of the 24/7 operation including Production, Scheduling, Warehouse/Shipping/Receiving, Maintenance, Quality and Sanitation.
• Responsible for daily, weekly and monthly communications between Indianapolis and Corporate to review performance, issues and concerns, upcoming opportunities and long-term strategies.
• Directly managed all product testing and trials at the Indianapolis facility

Director of Operations 

• New plant startup in partnership with Kraft. Worked directly with the customer in planning the start-up of operations, planning and selection of equipment, equipment testing, operator training, recruiting leadership/hourly staffing, and launching a new product. Managed 250 production employees (Feb 2007 - Dec 2010)
• Worked with the customer's quality and R&D teams to ensure quality measures were in place and compliant.
• Responsible for schedule attainment and long-term planning needs
• Responsible for R&D new product trials
• Managed daily operations

Managed a team of 75 employees.
• Worked with the customer's quality and R&D teams to ensure quality measures were in place and compliant.
• Responsible for schedule attainment and long-term planning needs
• Responsible for R&D new product trials and launches
• Managed daily operations

Production Manager 

Responsible for daily operations of production lines in a USDA facility. Managed a team of 30 employees.
• Responsible for Safety, Quality and daily production results and schedule attainment
• Trained operators on new equipment; conducted monthly required safety and quality training
• Conducted new product trials for prospective customers
• Managed inventories and ran to a daily schedule to meet customer orders

Production Manager

Responsible for supervising 200 employees in all aspects of semi-trailer manufacturing. Worked directly with scheduling, engineering, quality, procurement, human resources, and senior leadership in the manufacturing of truck trailers on both the Specialty Line and the Refrigerated Line.
• Worked with plant engineering in developing new manufacturing lines
• Recruited and trained both hourly and salary team members
• Worked to reduce waste in areas of labor, materials and movement by implementing Continuous Improvement methods
• Lean Manufacturing - JIT ordering and delivery methods, Team Building, Problem Solving, SPC Training for operators

Production Supervisor

• Worked on the floor, leading a team of up to 30 employees to minimize all losses and to meet daily production goals
• Trained new personnel on how to read a BOM, the use of power tools, engineering drawings, operation of metal fabrication equipment
• Responsible for schedule attainment while meeting all quality requirements
• Communications with corresponding sub-departments and shifts

Production Coordinator

Find out detailed information about James Brock, Operations Manager in Carmel, IN

James Brock: Operations Manager in Carmel, IN

James Brock

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