Senior business parter with welll developed team-building, change management, and project management skills. Exceptional track record of leveraging creativity, solid business experience and highly effective peole skills to drive organizational skills and improve customer service.

COMPANY	POSITION HELD	DATES WORKED
(Confidential)	(Confidential)	2/2006 - Present

SCHOOL	MAJOR	YEAR	DEGREE
Saint Peter's College	Business Management	2001	Bachelor Degree

Highlights:

Spearheaded process reengineering project, improving efficiency from 58% to 74% for Dr. Pepper Snapple Group. Challenged by Plant Manager to improve the efficiency without adding staff or capital improvements. Recognized that one piece of equipment accounted for 19% of all the downtime and embarked on a program to eliminate it from the “Top 5 Downtime List”. Assembled and led a cross-functional team who identified a component design flaw that was resulting in unacceptable downtime. Reengineered the design to eliminate down time. Streamlined shift change-over procedures slashing shift change-over time 50%. Partnered with marketing group on product redesign initiative, improving line production 15%. The packaging shape was causing a slowdown in filling operations that resulted in a loss of $163,500 annually. The current vendor was nearing the end of the mold life and an engineering change had to be accomplished in three months. Met with the supplier’s engineers to help them understand the problem. Won approval from marketing and the supplier to create a new mold that would eliminate the problem. The success of this design change established a new requirement that all new product designs be reviewed with plant operations, equipment suppliers, and material suppliers before being introduced to production. Implemented temporary voluntary four shift 24/7 work schedule, exceeding production goals and reducing budgeted costs. The plant needed a creative method to maximize output while maintaining morale, controlling sick days and covering vacations. Designed and introduced a revised work schedule that provided a three day weekend every other weekend. Employees worked a 3-12 hour day week and were paid 40 hours plus two hours overtime and a 4-12 hour day week and were paid 40 hours plus eight hours overtime. This schedule saved gas, wear and tear on cars and provided the opportunity to plan summer weekends. Employee response to this voluntary summer program was sufficient to increase production and allow a return to the regular schedule after the summer. Championed operator centered PM training programs resulting in promotions for 41 employees, significant production increases and reduced cost per unit. The plant was faced with inexperienced operators; efficiency was falling behind plan and costs were too high. Few operators were cross trained and vacation coverage presented huge obstacles. All areas of the plant were lacking standardization or SOP’s. Contacted equipment vendors for documented PM schedules. Worked closely with maintenance supervisors to determine which PM’s could be performed by operators. Established mandatory equipment training and PM training for operators seeking to improve their skills. Developed qualification books to enable operators to increase their pay rates with increased mechanical knowledge and skills. Increased Georgia Pacific branch P&L by increasing on-hand inventory. Needed material was often tied up at ports and rail yards and customers were unwilling to wait for product to reach the warehouse. The company was forced to purchase from other sources to meet commitments. Coordinated with logistics team to provide notification when material became available in either the port or rail yard. Routed deliveries to leave drivers empty near these sights so that they could make the pick-up and back-haul them to the distribution center. Eliminated outside carrier freight costs, improved customer service and increased sales commissions. Awarded the Mid-Atlantic Regions employee of the quarter three times. Negotiated vendor managed inventory (VMI) arrangement with Georgia Pacific’s largest customer, saving loss of business to a competitor. The customer was in the midst of a huge building boom and needed engineered lumber at his door for delivery to his customers by 7:00am every day. Negotiated a VMI arrangement where inventory of full standard packs of engineered lumber would be left on site. It would remain on Georgia Pacific books until a pack was opened. The sales representative would make monthly visits to the site for inventory and billing purposes. Allowances were made for stock transfers and credits of slow moving product. Utilized state of the art scanning technology, dramatically improving FedEx Supply Chain Services metrics with General Motors. General Motors had established a required metric of 25 defects per million parts picked (25ppm) and defects resulting in a line stoppage were billed to FedEx at $1,000.00 per minute. The existing paper audit system was inadequate and produced 63ppm. Partnered with a Symbol scanning vendor and GM’s scheduling and IT departments to have all BOM’s printed with a UPC code. Teamed with parts suppliers to bar code every part number on each part. If the operator picked the wrong part, his scanning unit would force him to process the order over again. The system was implemented in two other FedEx/GM sites and helped win additional outsourced opportunities from GM. Engineered functional system and work station, gaining 40 outsourced GM position for FedEX. The company needed to establish itself as ready to expand its sequencing partnership with GM. Worked with Stanley Power tools, GM engineering, and other local suppliers to lay out a work station, write SOP’s and develop an audit trail to ensure compliance with GM’s specs. Analyzed the current work flow at the GM plant and designed a functional system and work station in FedEx. GM outsourced 40 positions that doubled FedEx revenue in six months.

Companies I like:

Cargill, Merk, Schering Plow, Glaxco Smith Klein, Pfizer, Kraft Foods, Wyeth, Pricewater Cooper

• operations
• production
• manufacturing
• lean manufacturing
• team building

Championed operator centered PM training programs resulting in promotions for 41 employees, significant production increases and reduced cost per unit. The plant was faced with inexperienced operators; efficiency was falling behind plan and costs were too high. Few operators were cross trained and vacation coverage presented huge obstacles. All areas of the plant were lacking standardization or SOP’s. Contacted equipment vendors for documented PM schedules. Worked closely with maintenance supervisors to determine which PM’s could be performed by operators. Established mandatory equipment training and PM training for operators seeking to improve their skills. Developed qualification books to enable operators to increase their pay rates with increased mechanical knowledge and skills. Spearheaded process reengineering project, improving efficiency from 58% to 74% for Dr. Pepper Snapple Group. Challenged by Plant Manager to improve the efficiency without adding staff or capital improvements. Recognized that one piece of equipment accounted for 19% of all the downtime and embarked on a program to eliminate it from the “Top 5 Downtime List”. Assembled and led a cross-functional team who identified a component design flaw that was resulting in unacceptable downtime. Reengineered the design to eliminate down time. Streamlined shift change-over procedures slashing shift change-over time 50%.