Kevin Huurman has over 25 years of experience in operations management, leading improvements in productivity, safety, and waste reduction through Lean/Six Sigma techniques. As General Distillery Manager at Deep Eddy Vodka, he drove a 400% increase in productivity and reduced labor costs by over 71% while managing dramatic growth. Previously, as Assistant Plant Director at Niagara Bottling, he reduced package changeover times by 90% for an annual $85 million savings and earned "Plant of the Year" honors in 2013.

1. KEVIN G HUURMAN
294 Barberry Park, Driftwood TX 78619
Cell: (402) 916-0228: khuurman@cox.net
Summary
Director level, operations professional; focused on step change improvements in productivity, safety, and waste reduction
utilizing Lean/Six Sigma and employee engagement. These skills were developed and refined with superior results
demonstrated at companies such as PepsiCo, PepsiAmericas, Sara Lee, Niagara Bottling and Deep Eddy Vodka.
Highlights
Certified Lean/Six Sigma Green Belt Process Improvement P&L Development & Execution
Creating Safe Work Environments Engaged Leadership HAACP & SQF Experience
Strategic Planning/Budgeting Customer Service Capital Planning
Productivity Improvement Continuous Improvement Succession Planning
Accomplishments
Drove productivityimprovements byasmuchas 400%
Drove improvement in safety performance by as much as 76%
Reducedwaste byas muchas 66%
Coordinated the successful installation of $23.0 M production line
Experience
General Distillery Manager
July 2014 to present
Deep Eddy Vodka-Austin TX
Recruited to ensure smooth transition from a small regional distiller to a nationally recognized producer of top shelf
straight and flavored vodkas. Experienced YOY 100% volume growth with no supply issues. Managed the relocation
of manufacturing operations into a facility 10X the original distillery.
 Reduced labor cost by over 71%
 Improved productivity by as much as 400%
 Managed dramatic growth with minimal headcount increase
 Shut down and relocated filling equipment without negative impact on customer service
 Managed raw material supplies to prevent out of stock situations
 Managed rollout of three new product lines
Assistant Plant Director
April 2012 to July 2014
NIAGARA BOTTLING COMPANY - Dallas, TX
Responsible for Production and Maintenance Departments in an 80.0 M case 175 employee non-union
production facility, with a total operating budget of $105.0 M.
 Controlled an $8.2M labor operating budget, and a $7.2 M maintenance budget
 Developed employee skills matrix and employee ranking system. This has evolved into an employee training
matrix
 Initiated SMED team which reduced package changeover time by 90%, resulting in an $85.0 m annual savings
 Managed labor cost dramatically better than plan levels
 Earned “Plant of the Year” for 2013

2. Plant Manager
June 2011 to February 2012
ICE RIVER SPRINGS COMPANY - Morganton, NC
Responsible for a 150 employee, 5 department, non-union facility. Drove dramatic improvement in all major
KPI performance (cost, productivity, safety, customer service)
 Reduced controllable cost by 12.5%
 Improved efficiency of production line from 48% to 90%
 Reduced AFR to 7.6 from 14.4
 Reduced headcount by 48% in response to a 6.2% volume reduction
 Introduced Lean Manufacturing concepts (5S, SMED, SME).
Consultant
June 2010 to June 2011
FIRST FRUITS BEVERAGE COMPANY - Marion, VA
Recruited to initiate KPI measurements, and development of problem solving teams to improve performance
and improve customer relations.
 Drove productivity improvement of 22%
 Successfully organized the attainment of SQF Level 3.
 Implemented policies/procedures which resulted in 11% waste reduction.
Plant Manager
January 2007 to March 2010
SARA LEE CORPORATION - Omaha, NE
Drove improved performance in a 150 employee unionized facility with an annual operating plan of $145.0 M.
Improved labor/management relationsthrough communication and empowered employees.
 Utilized lean methodology across all plant operations to increase OEE by 17.6% and to reduce waste by
19.2%.
 Improved transport on time departures from 88% to 96%+.
 Introduced SQF standards and policies, achieved Level 2 rating to meet specifications requirements
Plant Manager
January 2002 to January 2007
PEPSI AMERICAS - St. Louis, M O
Drove significant improvement in a large,underperforming manufacturing operation. Responsible for 5
departments, with 170 unionized employees and an annual operating budget of $135.0 M.
 Improved manufacturing productivity by 54%.
 KPI improvements drove unit cost reductions of 20 % in production and 28% unit cost in warehouse
 Performed root cause and resolved production issues to reduce consumer complaints by 52%
 Isolated waste sources and designed and implemented corrective action plans to reduce waste by 66%.
 Improved overall plant productivity which reduced inventory days' supply by 38% or $1.6 M
 Coordinated the installation of $23.0 M water production line.
Managing Partner
January 2000 to January 2002
PINNACLE PRINTING - Evergreen, CO
Developed and implemented strategic plan for improving profitability of printing operation
 Drove procedural changes to improve customer service and regain previously dissatisfied customers
 Gained invaluable experience in running a small business

3. Plant Manager
January 1995 to January 2000
PEPSI COLA BOTTLING GROUP - Denver, CO
Managed preparation, production, maintenance, warehousing, fleet maintenance, and distribution in largest
US facility with 250 employees, developed and executed $140.0 M operating plan
 Drove productivity increase of 29.4% by instituting process improvements, best practices, and staffing
reductions.
 Produced and distributed $317 M of product to 22 warehouses location
 Reduced turnover 25% by developing an on-boarding and training process for new employees.
Education
MSCoursework:Organic Chemistry: Rochester Institute of Technology - Rochester, NY
B.A: Biology & Chemistry State University of New York at Oswego – Oswego NY