Managing Large-Scale Manufacturing Investments
Capital Project Execution
Running a food manufacturing plant while simultaneously managing a $30 million capital project isn’t for everyone. Production schedules still need to be met. Quality can’t slip. Safety remains the top priority. And somehow, construction contractors, equipment vendors, and installation crews need access to the facility without shutting down operations.
Jeffrey Naegle has executed capital projects ranging from equipment replacements to major facility upgrades while maintaining daily production across multiple food manufacturing sites. His capital project execution approach balances investment planning, contractor management, and operational continuity. Over 15 years managing facilities in the Pacific Northwest and beyond, he’s delivered projects that improve manufacturing capability while keeping production running.
$30 Million Ore-Ida Facility Upgrade
The Kraft Heinz Ore-Ida facility in Ontario, Oregon needed significant investment. With 720 employees, multiple production lines, and 850 million pounds of annual production under an $800 million brand, the operation couldn’t afford extended downtime for upgrades.
Jeffrey’s capital project execution challenge: oversee $30 million in capital investment while maintaining production schedules, quality standards, and safety performance. The project included new equipment, facility infrastructure improvements, and system upgrades that would increase throughput and household penetration under the Ore-Ida brand.
The planning phase started months before the first contractor arrived. Jeffrey identified bottlenecks in the current operation, justified investments with solid business cases, and developed installation schedules that worked around production demands. Some work happened during normal maintenance windows. Other installations required coordinated shutdowns during seasonal low periods.
Contractor management became a daily reality. Construction crews, equipment vendors, and installation teams needed facility access, utility connections, and coordination with plant operations. Jeffrey managed relationships with multiple contractors simultaneously, keeping projects on schedule while preventing conflicts between construction activities and production operations.
The capital project execution required preparing operations teams for new equipment startup. Operators needed training on new systems before production trials. Maintenance techs needed documentation and spare parts inventories for new equipment. Supervisors needed updated procedures reflecting the changed process flows.
The investment delivered results: increased throughput, improved household penetration for the Ore-Ida brand, and enhanced manufacturing capabilities that positioned the facility for long-term competitiveness. Production continued throughout the project with minimal disruption — a measure of successful capital project execution in an operating environment.
Equipment Replacement at Kraft Heinz Fremont
The Heinz ketchup facility in Fremont, Ohio was operating with aging equipment that limited throughput and contributed to quality issues. The plant needed strategic investment, but as a 340-person union facility producing one of America’s most iconic brands, extended downtime wasn’t an option.
Jeffrey developed a capital plan that identified outdated equipment requiring replacement and prioritized investments based on business impact. Some equipment was holding back line speed. Other machinery generated excessive downtime. Certain systems couldn’t meet modern quality standards.
The capital project execution approach focused on phased implementation. Replace one critical piece of equipment, validate performance, then move to the next. This strategy reduced risk and allowed learning from each installation before scaling to additional lines.
Business case development supported each investment. Jeffrey quantified the cost of current performance — downtime hours, quality waste, throughput limitations — and projected the return from new equipment. The cases balanced capital cost against operational improvement and payback timelines.
Managing capital expenditures at this scale required coordination between plant operations, corporate engineering, equipment vendors, and contractors. Jeffrey’s engineering mindset and operational experience helped bridge conversations between technical specifications and practical manufacturing requirements.
The equipment replacements increased throughput capacity and improved reliability. OEE climbed as new equipment reduced unplanned downtime. Quality performance improved with better process control. The capital investments addressed immediate bottlenecks while positioning the facility for sustainable improvement.
McCain Foods Capital Planning
At the McCain Foods french fry facility in Othello, Washington, Jeffrey developed a capital plan to replace outdated equipment at the 650-person export site. The capital project execution challenge involved identifying equipment holding back performance and building investment cases that corporate would approve.
The planning process started with understanding current equipment limitations. Which machines generated the most downtime? Where were quality issues originating? What equipment couldn’t meet production demands during peak periods? The data identified investment priorities.
Jeffrey developed capital plans that balanced near-term needs with long-term strategy. Some equipment needed immediate replacement to prevent operational risk. Other investments would increase capacity for future growth. The plan sequenced projects based on urgency, available funding, and operational windows.
Capital project execution at McCain Foods included working with corporate engineering on equipment specifications, coordinating with vendors on delivery timelines, and planning installation schedules that minimized production impact. The facility operated 24/7, so equipment installations required careful choreography.
LEED Platinum Facility Experience
Jeffrey played a key role in a greenfield sweet potato manufacturing plant that earned LEED Platinum certification — the highest level of recognition for sustainable building design and operation. The experience provided unique capital project execution insight into environmentally sustainable manufacturing facilities.
LEED Platinum certification requires meeting rigorous standards for energy efficiency, water conservation, materials selection, indoor environmental quality, and site sustainability. Achieving Platinum status means going beyond basic green building requirements to implement advanced sustainable practices throughout facility design and operation.
The greenfield project involved coordinating multiple construction trades, installing specialized processing equipment, and implementing building systems that met LEED standards while supporting food manufacturing requirements. Energy-efficient equipment, water recycling systems, and sustainable building materials all needed integration with production processes.
Capital project execution for LEED facilities requires understanding how environmental systems interact with manufacturing operations. HVAC systems need to maintain food safety environments while minimizing energy consumption. Water systems must support processing requirements while enabling conservation and recycling. Building materials need to meet sustainability criteria without compromising cleanability or durability.
The LEED Platinum facility demonstrated that sustainable design and manufacturing excellence can coexist. The plant operated efficiently, met production targets, and maintained quality standards while achieving industry-leading environmental performance.
Strategic Capital Investment at Idahoan
At the Idahoan potato processing facility in Rupert, Idaho, Jeffrey managed capital expenditures strategically across the 85-person operation that generated $90 million in annual revenue. The capital project execution approach focused on high-return investments that reduced cost and improved efficiency.
Smaller manufacturing operations face different capital challenges than large facilities. Limited budgets require prioritizing projects carefully. Shorter equipment installation windows mean planning must be precise. Smaller teams need cross-training to support new equipment.
Jeffrey’s approach identified projects where capital investment delivered clear operational return. Equipment that improved throughput, reduced waste, enhanced quality, or decreased maintenance costs got priority. Each dollar spent required solid justification and measurable benefit.
The capital planning process at Idahoan balanced immediate needs with long-term facility health. Some investments addressed aging equipment before it failed. Others improved capabilities to meet changing customer requirements. The strategic approach maintained manufacturing competitiveness within budget constraints.
Capital Project Execution Principles
Successful capital project execution in operating manufacturing facilities requires several disciplines working together. Technical expertise helps evaluate equipment options and understand installation requirements. Operational knowledge identifies how new equipment integrates with existing processes. Financial skills justify investments and manage budgets. Project management coordinates contractors, timelines, and resources.
Jeffrey brings all these elements to capital projects. His engineering background helps assess technical specifications. His operations experience understands how changes affect production, quality, and safety. His P&L accountability drives smart investment decisions. His project management keeps complex installations on track.
The capital project execution approach starts with clear business cases that quantify problems and project benefits. Continue through detailed planning that anticipates installation challenges and operational impacts. Execute through disciplined contractor management and operator preparation. Complete with validation that new equipment delivers promised performance.
Capital projects don’t end when contractors leave. They succeed when new equipment gets integrated into daily operations, operators become proficient, maintenance develops capability, and performance metrics confirm the investment delivered expected returns.
$30 million
Facility upgrades to strategic equipment replacements
From $30 million facility upgrades to strategic equipment replacements, Jeffrey’s capital project execution experience demonstrates that manufacturing plants can invest in their future while maintaining present performance.