Us Foodservice Work Values

Daily Duties at Us Foodservice:

From 1981 through 1986, while facility was under the ownership of Holleb & Company, rotated through the following areas of responsibility • Second Shift Warehouse Supervisor – Assured completion of put away, replenishment, product returns, sanitation, and frozen product selection functions • Third Shift Warehouse Supervisor – Determined outbound manpower staffing, and supervised replenishment, product selection, and loading functions • First Shift Warehouse Supervisor – Determined inbound man power staffing, and supervised receiving, put away, customer will call, product recoup, sanitation, and weekly product inventory and reconciliation • Additionally, in 1984 initiated and oversaw conversion of frozen storage and selection from a high rise PIR system to conventional floor selection with over head reserve product storage; leading to the elimination of a remote frozen storage facility and staff reduction • In 1985, assisted in the introduction of produce to our broad line service • In 1986, developed and implemented process for the daily reconciliation of payroll and labor hours From 1986 through 2001, while the facility was under the ownership of Kraft Foodservice and later Alliant Foodservice and then US Foodservice, undertook the following responsibilities • Primarily maintained Third Shift outbound responsibilities with an expanded management team and with the additions and exceptions noted • In 1987 facilitated the merger and training of warehouse salaried and wage personnel of Kraft’s Elk Grove facility to the Bensenville location • In 1988, assumed primary daily staffing responsibility for outbound shift; developing tools to assure balanced and timely completion of all work • In 1990, undertook additional responsibilities as Labor Standards Administrator and worked with corporate industrial engineering group to identify methods and methods improvements, wrote and implemented engineered labor standards for all warehouse functions, maintenance of hardware and software used to measure and manage performance under these standards, training and coaching of management team and warehouse personnel in the use of these methods and tools. Continued to hold this responsibility through 2003 • In 1991, served as Acting Night Warehouse Manager for six months while maintaining other responsibilities • In 1994, as an additional responsibility acted as an assistant to the Vice President of Operations and authored on his behalf a proposal for facility expansion, preparation for an arbitration which lead to the successful reduction by half of selection error rate expectation, development of a hands on training and coaching process for new warehouse hires, and authored and administered a warehouse wide incentive program • In 1999, assisted in the implementation of a radio frequency system for warehouse functions helping to develop and implement labor reporting and staffing tools for this conversion, the revision of methods and engineered labor standards to accommodate this change, and the training of personnel during conversion to RF • In 2001, undertook role as Special Operations Projects Supervisor and oversaw racking replacement and upgrades, conducted a warehouse wide re-slotting project within current labor budget and staffing which resulted in a 10% improvement in slot cube utilization and accompanying productivity increases, co-wrote a database and procedure to monitor and maintain slot utilization which the Zone Vice President of Operations installed in several other divisions • In 2003, accepted the position of Operations Training Specialist for the Bensenville and Glendale Heights divisions with responsibility for training all Operations new hires and maintaining continued compliance training and certification for established employees Through the course of holding these responsibilities for both union and non-union employees in all areas of inbound and outbound operations; accomplished the following: identified and incorporated methods changes which facilitated improved throughput with a paralleling decrease in customer service errors; authored and published reports highlighting utilization, performance trends, and equipment control; developed and implemented training methods and tools leading to an improvement of probationary candidate success and retention; developed and administered an incentive program which successfully nurtured employee ownership and realized a high level of improved internal and external customer service via the achievement of quality performance, productivity, attendance, and safety across the full employee population; as a visiting internal consultant, provided training and assistance to supervisors and employees of other districts on methods and methods coaching.

What they like about Us Foodservice:

You give high priority to hiring firms with prestige. Market reputation and prestige of a firm may be determined through on-line research, and conversations with individuals working in your target industry. Note that firms "in the public eye" receive a great deal more critical publicity and attention than those operating with more anonymity. So as you assess your employment opportunities, be sure to seek out the positive aspects of the firm's reputation in addition to noting negative publicity the company may have received.

Tags

development, expertise, cost effective, customer driven

Skills

These are some of the questions we asked our climbers about their experiences with Us Foodservice: