ALAN GOLDSTEIN

Sparks, Nevada 89436

alan.goldstein@comcast.net

952-449-1542
www.linkedin.com/in/intense1

DIRECTOR OF MANUFACTURING OPERATIONS

~ High-Performance Leadership - Enhancing Processes and Reducing Costs ~
Over 20 Years of progressive management experience leading results driven production work teams. An accomplished practitioner of ZeroBased Thinking, utilizing system optimization models to deliver a cost effective, Lean manufacturing environment. Hands-On leadership
methodology, dedicated to cultivating an atmosphere poised for success through employee empowerment and training. Consistently delivers
strategic initiatives through efficient resource management, vigilant P&L oversight, and precise budget maintenance. Past employers include
ConAgra, (7 yrs.), Quaker Oats (11 yrs.), and Hostess (2 yrs.). Bachelors Degree in Management.

Slashed employee safety incidents and workmans compensation exceeding 4MM hours without a lost time incident.
Championed numerous six-figure cost savings initiatives. Hostess - $252K cash settlement, ConAgra - $1.2MM material savings,
$620K labor savings and a $362K contract cash credit, Quaker Oats - $467K operating cost reduction.
Reworked over $6 million dollars of stockpiled finished product from hold to salable status at Now Foods.

Lean / Six Sigma

Zero-Based Thinking
Performance Metrics (KPIs)
Multi-Facility Management
Plant Expansions/Start Ups
FDA / USDA / SQF / Organic

High-Performance Employees Teams

High-Speed Processing/Packaging
New Product Development
Development Planning, Skills Training
P&L Oversight
SAP / Oracle

TQM
Labor Management / Unions
Strategic Planning / Budgeting
Kaizen CI
Health/Safety/Environment
cGMP / 21 CFR 111

EXECUTIVE EXPERIENCE
Now Foods ~ Sparks, NV
General Manager

2014 2015

Global producer of nutraceuticals and dietary supplements

(Management change, position transitioned out)

Site Manager with overall P&L responsibility. Successfully implemented an employee-driven, team-centric, work culture, utilizing the
Milliken Performance Solutions methods. The 165,000 SF. Sparks facility opened in Jan. 2013 and is staffed with 200 employees
operating a 24/5 schedule. Manufacturing capabilities include encapsulation, tableting, and SoftGel production, packaged in bulk or
bottle configurations.

Established KPI performance metrics, visual manufacturing dashboards, and employee-led shift production meetings/reviews.
Developed employee driven performance system Pillar Teams (Safety, 5S, Continuous Skills Development, Daily Team
Maintenance, Focused Improvement, Preventative Maintenance and Plant Steering Team).
Doubled the Packaging Line monthly output from 280k to 545k units in five months with employee-generated ideas, action plans.
Increased production from 500 to 2700 doses per minute by standardizing operator best practices and equipment vendor training.
Improved the Safety DART rate from 13.17% to 2.01% (Feb. to Dec.). The Plant celebrated over 250 days accident-free.
Maintenance, Distribution, Receiving and Quality departments all surpassed one-year accident-free.
Consistently increased First Pass Quality Score percentage from 82.1 to 95.3 (Feb - Dec).
Achieved a record Order Fill Rate of 99% while sustaining an increase of 36% in sales year over year.
Reduced rework inventory from $770k to under $120k by implementing a tracking program and dedicated rework team.
The Sparks Plant was honored as the 2014 Best Place to Work by Nevada Business Weekly.
Achieved Organic certification through Quality Assurance International (QAI) Certified Organic.

Legendary Baking ~ Chaska, MN

Baking Division for American Blue Ribbon Holdings restaurants
General Manager
(Change to ABRH Corporate business model impacting Legendary Division)

2012 2013

Designed and facilitated the operational, strategic plan focused on driving equipment automation, process innovation and employee
empowerment in a 24/6 baking facility. Quantified the financial implications utilizing a SWOT analysis of the legacy work plan, the study
included all machine, process, and employee interactions. Executed an action plan to drive corporate metrics and deliver on EBITDA goals.

Engineered and fabricated new technology (thermal screw conveyor) to volumetrically pump and deposit IQF fruit.
Slashed direct labor staffing by 56% during cold slurry production (750 line-shifts annually) using the thermal screw.
Increased production/packaging throughput by 25%. Upgraded the spiral freezer /conveyor system from 3 to 4 lanes.
Identified, cost justified, and delivered 31 capital, cost saving/automation projects in 2013.
Achieved SQF Level 3 Quality Certification.

Alan Goldstein

East Balt Bakery ~ St. Paul, MN

General Manager

Producer of buns for McDonalds and 3rd party customers

(Company acquired by JP Morgan Chase group)

2012 2012

Plant General Manager, recruited to establish operational processes, leadership standards of work and employee expectations for a greenfield,
automated, bun bakery. Facilitated the new equipment punch list/warranty process; quantified the outstanding reliability issues with machine
vendors. Developed the manufacturing three-year capital plan to include the addition of two, high-volume automated lines.

Reduced direct-labor staffing 14.5% over the prior year by cross-functional training of employees establishing a skills matrix.
Improved product yield 7.2% resulting in a 43% food waste reduction June to July through Visual Manufacturing.
Established an employee directed Plant Safety Steering Team, which reduced the OSHA Recordable TIR from 10.8 to 1.6 in four
months with zero injuries, April August.
Achieved two Superior AIB audits, scoring 955/1000 and 960/1000.
Achieved SQF Level 3 Quality Certification.
Delivered monthly financial targets, April July consecutively. This level of performance had not been attained since the bakery
opened twelve months prior.

2010 2012

Hostess Brands ~ St. Louis, MO

Plant Manager

(Hostess bankruptcy/liquidation)

Recruited as a change agent, to turn around the struggling St. Louis bakery. At 496,000 SF. with over 650 Union employees, the bakery
produced a wide variety of breads, buns and snack cakes on a 24/7 schedule. Direct responsibilities included Production, Engineering,
Maintenance, Shipping/Receiving, Transportation, Quality, Sanitation, Supply Chain, Planning/Scheduling and Human Resources. The St.
Louis bakery consisted of one bread line, one bun/roll line, two cake lines and a chocolate refinery producing 86,105,758 pounds in FY2011.

Reduced direct-labor 22.8% and indirect-labor 11.7% over the previous year through interdepartmental cross-functional training.
Reduced total waste by 65.5% over the prior year, (64.9% yield, 55.9% cripples, 93.7% scaling) with visual standards models.
Decreased line downtime from 4.8 to 1.5% running 21,205 oven hours for FY2011. Utilized Zero Based Thinking models, vigilant
PM adherence and Center lining of all production critical equipment.
Achieved a BRC Quality Certification rating of A with only two minor infractions, from Det Norske Veritas Certification, Inc.
Improved OSHA TIR rate from 18.1 to 4.8 in ten months by implementing labor management and employee safety committees.
Restructured the operations shop floor through comprehensive employee training, performance metrics, and visual manufacturing.
Negotiated a $251,876 cash settlement from St. Louis Metropolitan Sewer District as a result of negligent flood damage. The
Hostess Legal Department advised me that a pursuit of the claim would be frivolous as this was an act of God.

Innovative Food Processors ~ Faribault & Hayfield, MN

VP Manufacturing

2009 2010

Contract Manufacturer of bulk powders

(Loss of contract sales, downsized)

Executive Operations Leader, responsible for a $50 million, two-site, business to business operation. Accountabilities included the
formulation/commercialization, bulk blending, agglomeration and encapsulation of powders. Directly responsible for all processing,
packaging, engineering, maintenance, EH&S, planning, purchasing and warehouse/logistics functions. Total staff included 220 full-time and
55 contract associates in a 24/5 schedule.

Achieved SQF level 3 at Faribault and level 2 at Hayfield.

Surpassed the 2010 EBITDA target by 68.63% through effective production planning and right-sized line staffing.
Increased finished goods on-time delivery an average of 19% by implementing operator autonomous maintenance.
Reduced OSHA recordable injuries from 23 in 2009 to 4 in 2010 YTD (June).
Established OSHA Incident reporting committee including roundtable investigations.
Developed a Frequently Injured Employee program for repeat safety incident offenders.

ConAgra Foods ~ Edina, MN

Manager-Contract Manufacturing

2001 - 2008
2006 2008

(Position relocated to Omaha headquarters)

Corporate Operations Manager, coordinating all activities surrounding the discovery, evaluation, validation and negotiation of contracts with
contract manufacturers. Drove cost efficient P&L through effective relationship maintenance, cost reduction projects, and performance
metrics. Managed eight contract manufacturing relationships, representing a $25,000,000 annual spend.

Reduced microwave bag film costs by $1,200,000 through package redesign and aggressive materials purchasing.
Repatriated WIP component (Orville mini bags) back to an internal plant for a $120,000 cost avoidance.
Identified vendor invoicing inconsistencies that resulted in a $362,000 cash credit (startup cartoning vs. production).

Alan Goldstein

Plant/Operations Manager

2001 2006

Directed all production and packaging functions at a four-shift, 24/7, 163,000 SF. Popcorn plant (15 production lines). Additional duties
included the position of Plant Safety Coordinator/Risk Manager, responsible for the direction and execution of all safety programs, regulatory
audits, and compliance. The Edina employee team was a very diverse group consisting of over 200 full-time and 50 temporary employees
speaking 11 languages. The production staff included four supervisor direct reports and 12 assistant supervisors. Dotted line accountabilities
included Maintenance, Shipping/Receiving, and Quality departments. The team produced 364 SKUs averaging 85,300,000 pounds annually
with an $85,000,000 operating budget.

Consistently delivered production line efficiencies over 90% OEE.

Maintained First Pass Quality at 98.5% or above.
Received Excellent ratings on AIB, Silliker and Schwans 3 rd party Quality audits.
Delivered an average 1.3% safety TIR with over 600,000 man hours annually for six consecutive years.
Exceeded 4,000,000 safe man hours worked since the last lost time incident.
Developed an actual versus standard staffing program which saved $620,000 in labor costs for 2006.
Coordinated six new packaging line installations/start-ups.
Implemented all ConAgra Performance System (CPS) programs including OEE, 5S and Centerline (TPM).
Awarded ConAgra, Safe Plant of the Year (2002, 2003).
Personal recipient of the ConAgra CEO Award for Excellence (2006).

Quaker Oats ~ Cedar Rapids, IA

Process Improvement Leader 2000 2001

1991 - 2001
(Career opportunity at ConAgra)

Delivered cost improvement projects to support the Ready to Eat Cereals department. Successfully implemented the Life Cereal,
manufacturing control plan; a plan to standardize the Life Cereal manufacturing process between the US and Canadian Plants.
Production Area Leader

1991 2000

Directed the daily activities of maintenance and production employees within the Ready to Eat and Hot Cereals departments. Functional
expertise includes cereal extrusion, grain gun puffing, composite can, pouch filling, high-speed bottling, cartoning, and case packing.

Decommissioned the C-Mill operation after a manufacturing study, $467,000 annual savings.
Tested and implemented fiber peanut butter drums, saved $40,000 over current steel drums.
Tested, validated and replaced rice flour blend with plain rice flour, $68,000 savings.

EDUCATION & CREDENTIALS

B.S. in Management - University of Phoenix
OSHA, 10-Hour and 30-Hour compliance certifications for 1910 General Industry
Humantech Applied Industrial Ergonomics Training
American Institute of Management Effective Supervisory Management
The Center for Professional Advancement Food Extrusion Technology
University of Illinois Leadership Development for a Lean Culture
Milliken Performance Solutions Driving World Class Operational Excellence
Natural Products Association What You Need to Know How the FDA GMP Rule 21 CFR 111 Applies to You
Member of Western Industrial Nevada (WIN) business collaborative
Member of the Economic Development Authority of Western Nevada (EDAWN)

Alan Goldstein