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Manager Project

Location:
San Francisco, CA
Posted:
January 26, 2015

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Resume:

Chilando K. Mulenga

acn0w7@r.postjobfree.com

**** ********** ***** ***:

267-***-****

Hudson, OH 44236

Profile

Accomplished executive with a track record of outstanding success driving

results that improve profits. A strategic leader with a collaborative

management style characterized by integrity, respect and a passion to

exceed expectations. A lean change agent with demonstrated successes across

diverse industries.

Education

MBA Finance

2011

LeBow College of Business

Drexel University, Philadelphia, PA

BS Mechanical Engineering

1993

Wayne State University

Detroit, MI

Certificate in Lean Manufacturing

2000

University of Kentucky

Lexington, KY

Professional Experience

Remedi SeniorCare, Cleveland, Ohio

Operations Manager - Pharmacy Operations January 2014

- September 2014

Remedi SeniorCare provides pharmacy services to Long-Term-Care (LTC)

facilities across the Midwest and East Coast. Responsible for the back-end

(B/E) operations that delivers medication to over 10,000 beds a month.

Leadership oversight of a $65M+ pharmacy operation and a team of 40+

nonunion and five exempt employees.

. Plan and execute site level actions to meet growth plan initiatives

. Manage site level conversion to Paxit (automation) from a manual fill

process to package customer orders

. Develop financial and operational objectives which led to a 41.7%

increase in YOY revenue

. Responsible for leading lean initiatives and kaizen events across the

pharmacy.

Express Scripts, Saint Louis, Missouri

Senior Manager - Pharmacy Operations 2012 -

January 2014

Express Scripts provides pharmacy benefit management services to consumers

by working with more than 4,000 clients. Leadership oversight of a $4B+

pharmacy operation and a team of 400+ nonunion and six exempt employees.

. Responsible for shipping over 2.25M prescriptions (Rx's) a month to

customers.

. Collaborate with internal stakeholders to develop and implement strategic

growth plans

. Manage site level integration actions related to the Medco merger

. Responsible for leading lean initiatives across the pharmacy.

. Actively involved in the pharmacy's Safety, Quality and Productivity

circles to drive RRCA and closure of open actions.

United Technologies Corporation - Otis Elevator, Hatfield, Pennsylvania

Manufacturing Manager 2008 -

January 2012

Profit loss accountability for a $52M+ business that manufactured

commercial and residential elevators. The site produced elevator and

associated parts for the major elevator companies and a host of independent

elevator installers. Managed a team of 115+ employee's in a union workplace

and a $7.6M budget.

. Utilized Lean techniques, streamlined operations by reducing the sites

footprint (SQFT), consolidated shifts, engaged the workforce and led

workforce reductions for a $3.5M improvement in net income

. Improved customer On-Time-Delivery (OTD) from 47% to 95%.

. Increased revenue in the Commercial and Parts SBU by 34.5% and 31.9%

respectfully by driving productivity and process improvements.

. Negotiated on behalf of the company resulting in the ratification of the

2010 SMWLU #19 union contract

. Reduced our customer lead time from 14-16 weeks down to 8 weeks a 50%

reduction.

. Led a cost saving initiative that resulted in a $165k reduction in

purchased components

Tyco International, Marinette, Wisconsin

Operations Manager 2006 -

2008

Managed a $30M+ business that manufactured fire suppression products for

the SBU. Responsible for managing a team of 100+ employee's and a $7.5M

budget to operate the area.

. Project lead for the start-up of a weekend shift to complement part of

the growth plan.

. Led change management activities to actively engage the work-teams in the

performance of the business and support the increase in forecasted

production.

. Increased productivity from 69% to 85% by energizing the work group

around common goals and removing barriers.

. Minimized downtime associated with part shortages and reduced inventory

(WIP) by developing a supermarket spreadsheet to provide visibility to

inbound/outbound components.

. Developed and managed a Preventative Maintenance program to increase our

overall equipment reliability as the site ramped up to a 24/7 operation.

. Managed the build-out of the model year product and launched the 2007

model year product line.

. Initiated weekly joint work-group meetings to foster team work and

improve moral.

. Worked with a cross-functional project team to improve employee's

timekeeping (e-time) and address site concerns regarding compensation

. Led a cross-functional team responsible for improving inventory accuracy

and reducing WIP by receiving daily deliveries or milk-runs from

suppliers

JL Automotive, Highland Park, Michigan

Supervisor/Lean Coordinator 2005 -

2006

. Managed 35 Production Associates and a work-area that produced/sequenced

automotive interiors such as headrest, headliners and armrest for General

motors.

. Developed value-stream maps and lead kaizen events in several work cells

that resulted in a reduction of inventory, improved flow and visual

management.

. Managed the build-out of the 220 Headliner program to General Motors

without major issues.

Harley-Davidson Motor Company, Milwaukee, Wisconsin

Area Manager 1998 -

2004

Managed the Powder coat facility, Aluminum CNC machining area and the $7.8M

budget required to operate and maintain the area. Managed a team of 80

employees to achieve site metrics in the Aluminum machining area and Powder

coat facility.

. Responsible for developing people, coaching and energizing the team to

meet desired objectives.

. Streamlined the Powder coat area using lean manufacturing principles for

overall cost savings of $496.7K/year.

. Reduced the overtime 13-week moving average from 33.0% to 5% by improving

overall efficiencies and building team moral.

. Led change management activities to assist the organization achieve cost

saving objectives across each production area.

. Led kaizen events that resulted in a reduction of inventory, improved

flow, smaller batch sizes and significant cost savings.

Led the start-up of the second-shift assembly line and increased the

overall capacity of the assembly line by 56.0% by reducing tackt time,

process improvements and additional headcount.

Engaged the work-groups in utilizing Kanban's and visual management to

improve efficiency and reduce assembly downtime.

Improved schedule attainment by 11.8% and First Run by 9.2%.

Facilitated monthly Administrative Super Group meetings to promote

continuous improvement activities within the work-groups and utilize the

meeting as a forum for training the Admin. Point people.

Ford Motor Company, Dearborn, Michigan

Production Supervisor

1996 - 1998

Managed a team of 35 hourly employees that produced various body assembly

parts for the Mustang, F-150 and Contour platform.

Supervised one of two assembly lines in our plant launching the Ford

Production System (FPS). FPS was a new initiative that improved overall

cost by supporting team ownership, reducing inventory with JIT shipping and

improving quality through QS-9000 & Ford Total Productive Maintenance

(FTPM).

Facilitated weekly FPS meetings with the work group to track performance

metrics and resolve barriers

Improved overall performance by 9.8% and First Run by 11.3% in two years.

Monsanto Chemical Company, Trenton, Michigan

Project Manager/Maintenance engineer

1990 - 1996

Extended the overall life span of a glass-furnace from 12-18 months of

service to 36 months by implementing some design modifications and an

effective Preventative Maintenance program. This resulted in a $120k/year

cost savings.

Provided engineering support for the start-up of a $1.6M project that

consolidated process control and automation of three manufacturing units.

Composed and managed the installation of capital and expense projects.

Managed Preventative/Predictive maintenance programs, interfaced with

production supervisors regarding day-to-day operations and was accountable

for the maintenance budget for five (5) manufacturing units which included

Packaging/Shipping.

Member of the Good Manufacturing Practices (GMP) team which was

instrumental in improving quality, general housekeeping and played a

significant role in obtaining ISO 9002 certification.

Worked with a cross-functional project team on a proposed project to build

a glass furnace in Brazil



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