Chilando K. Mulenga
acn0w7@r.postjobfree.com
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