BLAINE J.

ZELLMER
2838 Mossy Timber Trail
Valrico, FL 33596
(Cell) 813-716-7701
(Home) 813-681-7675
bz5222e2@westpost.net

EXPERIENCE
EXECOM MANAGEMENT, INC.
Consultant Valrico, FL 9/2008 - Present
MONIN, INC.
Warehouse and Distribution Manager Clearwater 3/2008 9/2008
Operations Manager Clearwater 4/2007 3/2008
THE PEPSI BOTTLING GROUP
Operations Manager Tampa, FL 12/2006 4/2007
Plant Manager Tampa, FL 7/2005 12/2005 Production/Maintena
nce Manager Orlando, FL 2/2004 7/2005
Quality Field Manager Somers, NY 7/2002 2/2004
Warehouse/Distribution Manager Tampa, FL 7/2000 7/2002
Production Manager Tampa, FL 1/1999 7/2000
Quality Control/Production Manager Tampa, FL 1/1998 1/1999
Warehouse Manager Sarasota,FL 6/1996 1/1998
Inventory Control Specialist Tampa, FL 6/1990 6/1996
Quality Control Technician Tampa, FL 4/1985 6/1990
Warehouse Assistant Manager Tampa, FL 4/1980 10/1982

PROFESSIONAL EXPERIENCE
EXECOM MANAGEMENT, INC.
Execom Management, Inc. provides post-storm assessment for the local power comp
anies. Damage assessment reports are prepared and distributed to lineman team s
upervisors outlining locational outages and specific repair requirements. Hired
on a contract basis by engineering firms until the project is completed.
MONIN, INC.
Responsible for overseeing the production and maintenance departments for this
privately held company that produced flavored syrups. The production and distri
bution plant was located in Clearwater Florida and serviced all of North America
utilizing both rail and trucking companies. Dated customer selection sheets an
d dock times would be printed out each morning for the warehouse personnel to co
mplete orders. The logistics team would schedule the pick up times to make sure
the product was received by the customer on the day and time they requested it t
o be delivered.
Accountable for all production and maintenance employees.
Increased plant productivity by thirty (30) percent in the first six months o
f employment by bringing in talented maintenance employees and a new Maintenance
Manager.
Handled the correction of all audit failures from prior years and every audit s
core improved over prior year due to the work performed to improve all of the th
ird party audits that the plant would receive each year
Instrumental in the movement of all full goods inventory twice, once to a tempo
rary location and then to a newly constructed facility. Both moves were accompli
shed within an eight month period with no interruptions in customer service. Ba
sed on reports from IT the warehouse layout improved cases per employee hour by
forty (40) percent.
THE PEPSI BOTTLING GROUP
Managed the daily operations of a soft drink manufacturing facility which produc
ed 40 million cases of annual production volume. Working through the top 5 chal
lenges contributing to down-time each day by individual production line was a ve
ry useful tool discussed in the daily staff meetings. This data would be summar
ized. It would allow the prioritization of line personnel tasks and provide a p
roactive approach to solving production issues. This report would assist in pro
duction scheduling based on previous results and the impact of negative events t
hat may have occurred, preventive maintenance could also be properly scheduled a
nd completed, and serve as a guide much like a map reflecting where and what to
focus on next.
Held accountable for the management of the following departments: quality, pro
duction, production scheduling, warehouse route and bulk loading operations, pro
duction line maintenance, raw materials, full goods inventory, and the distribut
ion of product to six warehouses on the West Coast of Florida. Two key daily me
asures included the plants warehouses never running out of stock and the require
ment that inventory was rotated daily. Meeting these measures minimized losses
from product going out of date due to lack of product rotation within the wareho
use. Implemented the utilization and the follow up FIFO for all product receive
d into the warehouse from internal and external sources.
Developed and executed business plans and initiatives to ensure business growth
and physical plant expansion were always met. Formed a diversity team to parti
cipate in meetings and focus groups that would include employees that were super
visors, mechanics, quality techs, sanitation personnel, and production line empl
oyees. This team would meet and brainstorm over ideas weekly. These meetings w
ere started to help improve the overall performance of the plant. The teams mai
n goal was to increase production line efficiencies, decrease plant waste and ma
ke recommendations for the betterment of their individual departments and the en
tire plant. Utilizing this participative management tool, positive results were
attained consistently.
Coordinated safety and risk management operations for the plant.
Achieved major increases in production efficiencies through production line aud
its, training, capital expenditures, material handling, and facility stewardship
. The increases in production line efficiencies averaged from eight (8) to thir
teen (13) percentage points.
Supervision / Training
As a Department Head Manager, I supervised 50+ hourly employees and 4 superviso
rs.
Performed hiring, terminations, disciplinary actions, training, workforce sched
uling, performance evaluations, and promotions.
Motivated employees through positive reinforcement and on-going staff developme
nt.
Conducted daily staff meetings to reinforce goals, update processes and procedu
res, and troubleshoot prior day operations.
Managed cross-training from and to the following departments: warehouse, quali
ty control, production, logistics, and maintenance. Cross-training created a st
ronger, well diverse, and talented workforce.
As Plant Manager, I managed 6 Department Head Managers, 8 Supervisors, and 140
Hourly Employees.
Financial Management
Forecasted all labor, materials, and overhead costs to establish annual operati
ng budget. Accountable for meeting or beating the annual planned budget dollars
of fourteen million dollars which exclusive of the cost of raw materials.
Monitored production volume to meet the demand of sales while adhering to stric
t ratios in managing controllable costs working within the current years plan do
llars. Projected three to five years forward when planning future capital expen
ditures so funds would be properly allocated for such needs.
 Reviewed and utilized financial statements and internal reports to maintain pla
nt performance and to make appropriate modifications to plant operations. Planne
d the plants overall goals and targets which were set four months before the fis
cal year end.

PROFESSIONAL
DEVELOPMENT Certificate of Excellence in Quality Leadership Graduate of Bottle
and Can Line University Annual Diversity Training
EDUCATION BACHELOR OF SCIENCE, BUSINESS/ACCOUNTING
University of South Florida, Tampa, Florida - 1994
Certified Public Accountant 1996 (Inactive)

REFERENCES Available Upon Request