David Prato

*** ***** **** *****, ******, GA **019

678-***-****; cell 908-***-****

WORK EXPERIENCE:

Bed Bath & Beyond, 2005 – present

Director of Ecommerce services, 2012 - present

Pendergrass, Georgia

Start up and continual managing the overall efficient functioning of a 986,000 sq. ft. facility. Facility

operate with an average staffing of 950 employees. Inventory is manage through the WM PKMS

Manhattan software. Inventory proliferation is of 64,145 SKU’s of conveyable and none-conveyable

items. Responsibility for leading a team of salaried colleagues. Responsible including Receiving,

Warehouse Operations, Inventory accuracy, Picking, Packaging, customer returns, and shipping of orders

through small package carriers. Responsible for developing short term plans and collaborating with team

members to develop strategies to enhance facility performance and support metrics, such as, staff level by

department, meeting financial plan, managing day to day operations, monitoring process improvement

projects, Outgoing quality levels, managing safety programs, using available reports to monitor

department’s daily and weekly progress and opportunities and minimizing customer service issues. Also,

developing long term strategies to build team work, update succession plans and improve employee

relation programs to provide a healthy and safe work environment. Some accomplishments included

setting a shipping record of 34,245 orders on its third year of operation, customer issues running at .7%

through effective managing of statistical quality programs, facility through put time has being improving

each year at a rate of 1.2%, customer order turn time improved from 48 hours to 22.1 hours in the past

year.

Director of Ecommerce Eservices, 2005 - 2012

Las Vegas, Nevada

Start up and continual managing of a 296,000 sq. ft. facility. Facility operate with an average staff of 350

team members. Inventory proliferation reached a peak of 28,198 SKU’s. Responsible for overall facility

operations from Receiving, Warehousing, Picking, packaging and shipping orders to web customers.

Additional responsibilities, for managing financial budgets, safety metrics, productivity, monitoring

outgoing quality levels, maintaining and improving customer service, and continual improvement

processes. Implement many employee relations programs to provide a healthy and safe work

environment. Implemented a formalize training program for our packaging area and implemented a

statistical Outgoing Quality Control program to monitor packaging quality. Implemented a rotation

program for perishable products which on the first year yielded a $129,432 coast avoidance, implemented

a pick process using reserve levels with no system changes to overcome a high SKU proliferation,

Facility set up production records for two consecutive years; incurred the lowest Frequency Accident Rate

for all Distribution Centers in the chain from 2009 through 2011, 14.7% reduction in customer issue in

2006 through managing statistical quality process and in 2007 reaching the lowest level of call tags for

Ecom business.

Hanes Brands, Inc., 1992 -2004

Director of Manufacturing and Operations, 2001 – 2004

Responsible for directing 3 Manufacturing plants and a Distribution Center with a total staffing of 4500

employees. Also, for setting up manufacturing contractors to meet peak periods. Responsible for budgets

preparation, production planning and adherence, cost reduction initiatives, manufacturing and distribution

Outgoing Quality Levels, meeting monthly budget sales and analyze financial variances. Started a

Distribution Center to process high labor value pack programs for the 3 largest U.S. retailers. Some

accomplishments, reinforcing Toyota Manufacturing principles in the Allende facility that lead to a 21%

reduction work in process that allowed adding 180 more direct jobs in this facility, reduced turnover from

41% to 31% over my tenure, manufacturing efficiencies improved from 71% to 81% which allow to drive

drove operating cost from $7.21 per hour to 6.27 over my tenure while adding manufacturing flexibility

to all plants. Pattern with Corporate Quality Department to align product defect criteria which lead to an

overall improvement in defects from our plants. Implemented annual cost avoidance projects and

recycling boxes between plants and DC lead to $479,239 annual cost avoidance. Implemented garment

washing process. Achieved over 1,000,000 consecutive work hours without incurring a recordable.

Distribution Center achieved a 100% fill rate for 4 consecutive years consistently meeting sales plans.

Champion Products, Inc.

General Manager, 1992 – 2001

Responsible for the start-up and building Manufacturing and Distribution capabilities in Mexico for the

Champion Products brand to support annual sales of $40M for Collegial and Licensed business channels.

Facility grew to 1100 associates. Responsible for budget preparation, production planning and adherence,

cost reduction initiatives, Outgoing Quality Levels to customers, meeting monthly budget sales and

analyze financial variances, employee relations, transportation in Mexico, Customs compliance,

Carter’s, Inc., 1988 - 1992

Plant Manager, Raymondville, Texas

Responsible for Plant Operation. Facility operate with 435 employees manufacturing children wear

products. Responsibility include annual budget preparation, monthly financial variance explanations,

production adherence to plan, safety and training programs. Implemented Toyota Production System

principles leading to a 9% reduction in labor and reducing work in process by 3 days. Plant annual

turnover rate improved from 29% to 19%, plant efficiency improved from 77% to 91% and workers

compensation cost was reduced from $104k to $14k during my tenure.

Industrial Engineer, Harlingen, Texas

Responsible for developing production standards. Participated as a Lead Project Engineer in full

implementation of Toyota Production System. Facility operate with 600 associates. Re-engineering

production standards and developed processes to support lean manufacturing principles. Facility work in

process was reduced from 2.3 weeks to 2.1 days. Labor standard were reduced by 14.1%. Facility

Outgoing Quality Level improved from 4.4% to 1.8%. Plant efficiency increase from 88% to 92% while

employee skills increased from 1.2 jobs to 4.2.

EDUCATION:

University of Central Florida, Orlando, Florida

B.S. in Industrial Engineering

Florida International University, Miami, Florida

B.S. Industrial Technology

Certified in GSD and Kurt Salomon Engineering Labor Standard systems

Certified in Toyota Production System and other lean manufacturing principles by Kurt Salome

Associates

Certified in conflict resolution

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