Nick D'andrea
About Nick D'andrea
Nick D'Andrea serves as the Executive Director and Plant Manager at The New York Times' College Point, New York printing facility, a position he has held since 2004. With a background in Six Sigma, Lean, and Kaizen, he drives continuous improvement and has successfully implemented budgeting processes to meet financial goals.
Work at The New York Times
Nick D'Andrea has been serving as the Executive Director and Plant Manager at the College Point, New York Printing Facility of The New York Times since 2004. His tenure spans 20 years, during which he has overseen various operational aspects of the printing facility. Prior to this role, he worked at the Edison, New Jersey Printing Facility from 1999 to 2004, also as Executive Director and Plant Manager. His extensive experience in these roles has contributed to the efficiency and effectiveness of the printing operations at The New York Times.
Education and Expertise
Nick D'Andrea completed his high school education at Division Ave High School from 1972 to 1975. He furthered his education at Saint John's University, where he studied from 1975 to 1979. His educational background complements his expertise in operational management, particularly in the printing industry. D'Andrea applies Six Sigma, Lean, and Kaizen methodologies to foster continuous improvement in his facilities.
Background
D'Andrea's career in the printing industry began with his role at The New York Times in Edison, New Jersey, where he worked for five years before moving to the College Point facility. His background includes significant experience in managing printing operations and implementing process improvements. His focus on mentorship and leadership development is evident in his approach to building a strong leadership team.
Achievements
Throughout his career, Nick D'Andrea has implemented various initiatives aimed at improving operational efficiency. He directed the Hedgehog plant consolidation project, which emphasized predictive maintenance and continuous improvement methodologies. Additionally, he introduced Third Way/Zero Based Budgeting processes that helped achieve a flat budget goal of $7.5 million. His efforts reflect a commitment to operational excellence and strategic financial management.