SCOTT SHREWSBURY

Pembroke Pines, Florida 33029 Phone: 954-447-4359 Shrews1156@gmail.com

SUMMARY
Skilled manufacturing manager with over 15 years of experience in bottling operations for two major US consumer goods manufacturers. Technically oriented with hands-on experience in production operations, warehouse, sanitation, Quality Assurance safety and environmental compliance. Received extensive management training through Dr Pepper Snapple, Seeking comparable management position in a manufacturing or distribution environment.

PROFESSIONAL EXPERIENCE

Ditto Solutions, Raleigh, NC

2011- 2013

Ditto solutions is an ice vending company working with grocery and convenience stores supplying ice to their customers. We were responsible for all maintenance and supplies needed to maintain the machines in working order. Operations Manager Responsible for territorial expansion and market development which consist of pricing and margins for vendor locations. Assumes and carries out duties assigned by president of the company. Keeps president of the company informed on all phases of the operation. Manages the contract service technician, scheduling all service calls and cleaning of machines. Maintain accurate inventory of all machines and locations. Helps customer maintain bag inventory on a three month level also help prepare customers for audit of machines that are completed on a yearly basis.

Seven Up Snapple Southeast, Miami Florida 2006-2011 Seven Up Snapple Southeast is a division of Dr Pepper Snapple Group. We also manufacture for contract customers in 12oz cans, 20oz bottles and 2 liters. The plant produces over 15 million cases a year.

Quality Assurance Manager Manage three departments, quality assurance, syrup batching and sanitation. Determine and maintain a budget for these departments. Monitor spending of all three departments insuring that they stay within budget. Review with supervisors weekly work schedule and hours of employees. Analyzed our process and made adjustment to improve our yields by 7%, reduced our flavor change over time by 30%. Build and maintain a good working relationship with all vendors, improving our pricing and quality. Review all SOPs annually for the facility. Rewrite and update any SOPs that are not accurate. Our facility is audited by two companies annually. We have improved our audit scores by more than 10%. Interview and make all hiring decisions for each department, follow up with each new employee and make sure they are receiving the correct training. Green belt with Six Sigma, completed sugar savings project and saved $67,000 in one year. Design Flooring Distributors, Deerfield Beach, Florida 2004-2006

1. Design Flooring is a hard wood floor distributing company that has been in business for over 25 years. They distribute three major suppliers, Anderson Wood Floor from South Carolina, Mirage from Quebec, Canada and Kahrs from Sweden. There are two locations Deerfield Beach and Orlando that employs 17 workers. Sales are $15 million a year. Operation Manager Worked with a much smaller group of people who all had many responsibilities throughout the facility. Worked closely with the sales and warehouse manager on a new ordering and delivery schedule. Help with making the final decision on a new inventory system. Managed and set schedule for all data input and training for new computer. Lead accounts receivable team to a 23% on reduction of past due accounts. Researched and changed common carrier, reduce cost by 3.5%, worked with UPS to reduce cost by 1.5%. YOO HOO of Florida, Miami, Florida 2000 - 2004

Yoo Hoo is a division of Motts Cadbury Schweppes, with 11 manufacturing facilities; chocolate beverages are manufactured in three plants in the U.S. The Miami facility, one of the three chocolate manufacturing plants, employed 35 workers and produced three million cases per year. Cadbury Schweppes closed this facility due to economic and geographic restraints. Operations Manager Recruited out of Pepsi to manage all operational aspects for Yoo Hoo production at this facility. Worked with sales department on forecast production schedules to meet inventory needs. Spearheaded weekly team meeting for safety, environmental and AIB (American Institute of Baking) compliance. Ran daily staff meeting with all managers, updating prior days production and problems that occurred. Supervised 18 line employees and two sanitation employees; scheduled all shift employees. Reported directly to General Manager. 2. Improved start-up efficiency 12% by working directly with the mechanics and changing personnel for their strengths and weaknesses .Raised efficiency 14% by cross training all operators and improving start- up efficiency, thus improving morale as the operators were doing diverse tasks all day, everyday; ultimately, this also reduced overtime. Analyzed chemical usage with chemical representative and converted all chemicals to bulk, which reduced costs by 12% in the first year .Implemented a safety

empowerment team, consisting of six employees designated as safety watchdogs over the facility. Reduced loss time accidents by 35% the first year and experienced no loss time accidents the following two years. Designed quality check sheets throughout the production line, which reduced customer complaints by 8% per corporate statistics. Developed an AIB (American Institute of Baking) team of managers and operators for our first AIB inspection. We received an 820/ 1000 which qualifies as an Excellent rating. Managed the Operations budget consistently within 10% or better of forecast. Pepsi Cola, Atlanta, GA 1989 -2000

Pepsi Cola established this bottling plant in Atlanta employing over 200 people in manufacturing, sales and distribution. Produced a variety of Pepsi product in all container sizes and packages, operating on 24-hour schedules. Production Supervisor 1997-2000

Supervised a crew of 22 employees on the production line. Trained all new employees on packaging, filling and palletizing equipment. Tracked all efficiency and downtime, posted results on hourly board 0and reported it in daily management meetings. Worked with the maintenance department on machinery downtime and preventative maintenance. Redesigned staging area for raw materials. Eliminated one forklift driver position and reduced downtime. Trained all new operators and reduced turnover rate by 6%.Planned changeover schedule with quality control, reduced downtime by 15% for flavor change on the line. Warehouse Supervisor 1994 - 1997

Supervised 20 loaders, picking orders and loading trucks. Trained and maintained a low accident record. Reported to Warehouse Manager, redesigned and expanded bulk picking area, which resulted in a 24% increase on cases per

hour and helped reduce overtime. Improved warehouse audit results from an 84% to a 92% compliance rating by developing new procedures throughout the warehouse .Developed a double-check procedure for orders, thus reducing mistakes by 20%.Trained new loaders and forklift drivers on proper lifting and safety procedures.

EDUCATION/TRAINING Business Management, Marshall University, Huntington, WV 1985 1989

Six Sigma Green Belt 2010 Food Defense Coordinator 2010

HACCP Coordinator 2009

Building Strategic Values 2003 Leadership and Coaching 2003

Sharpening your Culture 2002 CIP Procedures 2001