WILLIAM (Bill) FRANCIA

570-***-**** (Cell)

actdny@r.postjobfree.com

PLANT / OPERATIONS / LOGISTICS / SUPPLY CHAIN MANAGEMENT EXECUTIVE

A results-driven management professional with extensive accomplishments in industries including retail, distribution, 3PL, supply chain, transportation and warehousing. Dynamic leader with experience in driving turnaround in large/mid-size operations through developing high-performing teams, creating customer relationships and intense focus on business results. Versatile, innovative professional with in-depth working knowledge of Lean enterprise concepts and Six Sigma methodologies that drive safety, quality, cost and operational improvements. Analytical problem solver with proven expertise in creating revenue opportunities, driving operations excellence and inspiring high productivity levels. An Intuitive leader with the ability to establish a team-spirited environment through a positive and proactive leadership style. Areas of expertise include:

P&L management

Lean Six Sigma Black Belt

Operations Management

Strategic Planning

Fleet Management

Process Improvement

Multi-site Operations

Vendor Relations

Manufacturing

Project Planning and Development

Budgeting and Forecasting

Supply Chain Management

Human Resources management

Work flow planning

BUSINESS EXPERIENCE:

Senior Plant Manager

PA 2014 – Present

Achieved 47 % improvement in Warehouse Claims / 10K, 2 % improvement in Combined Claims / 10k and 18% improvement in Pick Denials/ 10k through innovative solutions, structured approach, decisive leadership, team development, supported by appropriate governance and KPI’s. Designed and implemented organization, process and system changes, many of which replicated by other business units within the organization.

Delivered 99.99 % receipts posted in standard and 100 % shipped within standard to achieve organization velocity goals and profit levels through strategic planning, prioritizing and managing all aspects of freight operations, inventory management, people development, product assembly, optimization of warehouse space and establishing KPIs.

Acted as key point of contact for customer(s), working through service and KPI targets, contractual issues and/or renewal, pricing and scope adjustments that delivered 7 % improvement on PDC customer satisfaction.

Generated operational excellence through increasing Standard Work conformance by 23% and NOS assessment by 88 % and effective deployment of RCCAs, PIDs and consistent monitoring of PQVC metrics.

Maximized overall performance and profitability of 350,000 Square Foot facility ; identifying opportunities and leading all activities in order to meet or exceed customer expectations and achieve company goals for operating revenue, growth, sales, and service that yielded 13% decrease in variable cost, 32 % decrease in departmental expenses and 15.5 % EBITDA improvement.

Owned the overall performance of the BSC metrics while ensuring compliance with all federal, state, or local regulatory agencies. (i.e. OSHA, DOT, Federal Maritime Commissions, Interstate Commerce Commission, U.S. Customs, environmental, import/export, maritime, human resources) which was instrumental in improving company RIF by 50 %, EHS assessment by 41% and Facility 5S score by 17%.

Established and maintained positive and effective relationships with staff, customers, and internal business partners that delivered a 32 % improvement in facility attrition and 7 % improvement in customer satisfaction.

Decreased Door to shelf metrics to 24 hours by optimizing storage concepts, strategic capacity planning and innovative letdown strategies that was pivotal in improving Storage Location Accuracy by 5%.

Operations Manager

Reynolds Consumer Products, Tamaqua, PA 2013 –2014

A privately owned, leading manufacturer of trash bags.

Improved strategic carrier relations and pricing level / provisions with common carriers that yielded 15 % improvement on our On-time % and 8 % improvement on our Fill rate, which drove breakthrough operating margin improvement and growth objectives.

Successfully implemented a TPM and SMED program, which is a part of the deployment of a Lean Six Sigma initiative that improved our Uptime by 5 % and positively improving our conversion lines OEE by 10% year over year.

Developed a comprehensive quality audit solution that decreased scrap rate by 7 % in the 3Q through employee engagement, empowerment, Standard Work, Waste reduction and implementation of Visual Management system or Shop Floor controls.

Provided direction and introduced effective use of data analysis, RCCA, PID and PQVC metrics that improved sustainability of all operational improvements that yielded 22 % improvement on our quality rate, 8 % increase in fill rate and 79K R&M cost savings.

Decreased total labor cost year over year by 3 % and OT cost by 11% through identification of non-value added activities, reducing waste, streamlining value stream and improving process and information flow effectiveness.

Provided mentorship and coaching initiatives to develop talent and attain best in class processes for sustainable growth to all employees while ensuring people have the skills and means to meet objectives and meet customer requirements on a just-in-time basis that improved our attrition rate by 12%.

Ensured compliance with all federal, state, or local regulatory agencies while assuring compliance with company EHS Policies that improved our RIF by 28%.

Recognized for consistent success in developing processes and procedures to streamline operations, increase revenues and enhance profit performance that resulted to a promotion to an Operations Manager after 7 months of employment.

Plant Manager

Euramax, Inc., Philadelphia, PA 2011 – 2013

A leading manufacturer of building materials in the US and Europe.

Introduced a Lean Six Sigma culture through waste and variable reduction techniques (Standard Work, Continuous Flow, TPM, 5S, Work Cell Design, Value stream mapping) that improved OEE by 2% and scrap rate by 3%.

Provided a key role in both the tactical and strategic operations of the supply chain processes to drive compliance on key objective plans that yielded 2 % improvement on variable manufacturing cost and 3 % increase on our EBITDA.

Improved capacity and supply planning by working closely with Sales and Operations planning to effectively evaluate sales forecasts that decreased our inventory turn-over rate by 14%.

Developed a comprehensive strategy to achieve and sustain OTC (On time complete) metric by 5 % through employee engagement, empowerment and process standardization.

Operations Manager

ZEP Manufacturing Inc., Allentown, Pennsylvania 2008 – 2011

-Leading provider of specialty chemical products to a wide variety of industrial, institutional and retail customers. Certified as an ISO-9001 & 14001 manufacturers that produces more than 3,500 sanitation and maintenance products for professional use, including detergents, disinfectants, hand cleaners, degreasers, deodorants, lubricants, floor finishes and pest control solutions.

Key contributor to the success of consolidating 6 branches to a single distribution center which increased operations efficiency by 80 %, 20% reduction of inventory, and eliminated the need for 6 managers and 6 distribution specialists. Instrumental in creating standard work in various operations processes.

Improved order processing cycle time by 50% and minimized non-value processes by 40%, through performance metrics monitoring, root cause and data analysis, reporting methodologies, charters, standardization and countermeasures.

Initiated strategic and tactical direction to achieve daily operational KPIs and quarterly metrics through continuous process improvements, shareholder engagement and developmental training resulting in 20% increase in order performance, 98.44% quality rating and 1.44 labor % of net sales while reducing cost per piece from $1.50 to $.45.

Instrumental in orchestrating branch start-up and core operational strategies; developed solid foundations that contributed to 24 % increase in company revenue, 2.6 % decrease in operating activities and 14.6 % adjusted gross profit.

Logistics Manager

Atech Suburban Inc, Easton, Pennsylvania 2004 –2008

-Privately owned company with an annual revenue of $5 to $10 million that handles various residential and commercial overhead door products and accessories, such as access and entry, iron, cable, door openers, vinyl garage doors, molding, fasteners, hardware, parts, radio controls, springs, track, and weather stops.

Introduced and spearheaded continuous process improvement to executive team through Kaizen initiatives, and employee engagement through weekly KPI monitoring resulting to 40% reduction on lead time, 20 % increase in customer satisfaction and staff optimization.

Optimized order quantities to drive savings in freight, warehousing and carrying costs by improving strategic carrier relations, pricing level and provisions with common carriers. Unified tariff rates that yielded an additional 25% cost savings on small package shipments and an additional 40% cost savings on LTL shipments. %. Jump-started a backhaul program with 3PL companies increasing work efficiency and generating additional $150,000 annual revenue.

Established structure and organization of various processes in the supply chain using Standard Work, Visual Management, 5S and countermeasures resulting in 90% reduction of waste and 98.9 % fill rate.

Negotiated contracts and managed purchasing controls to optimize the flow of materials at the lowest possible cost, resulting to 8 % decrease in inventory levels of slow moving SKUs.

Operations Manager

MPD Logistics and Distribution, Fairfield, New Jersey 1998 –2004

-Privately owned company categorized under Trucking-Contract Hauling with an annual revenue of $4 to $5 million and a leading distribution and logistics provider concentrating on order fulfillment, marketing and transportation services.

Spearheaded operational process improvements resulting to 99 % inventory accuracy and 99.5% order fill rate. Created and implemented strategic plans and developed improved processes to meet short and long-term objectives.

Improved customer satisfaction by 15% by establishing new response time and establishing performance metrics.

Handled vendor final negotiations and resolution resulting to expanded payment terms generating 10% decrease in equipment and supply expenses. Analyzed, recommended new vendors and ensured performance of all vendors is in alignment with purchasing objectives.

Increased employee/driver retention by 30% by establishing new pay rates, training/orientation program and bonuses for new hires.

Effectively managed relationships with vendors, analyzed pricing, terms, and improved vendor accountability for delivery and quality of their products resulting to better buying power and reducing costs by 21 %.

Terminal Manager

Propane Power Corp., Newark, New Jersey 1995 – 1998

-Largest independent marketer of propane gas in the New York – New Jersey metropolitan area with annual revenue of $100 to $300 million.

Enhanced customer satisfaction by 3% (measured by on time delivery %) through process improvements, establishing new response time, employee engagement and defining performance metrics.

Organized and implemented transportation and routing solutions to maximize profitability and guarantee customer satisfaction that significantly improved delivery lead-time by 42%.

Facilitated process improvement opportunities to meet quality and process excellence resulting to elimination of 4 full time employees.

Optimized the business / supply value chain that improved customer order fill rate by 20 % through structuring and standardizing operational processes.

Introduced operational and functional expertise through cost analysis and equipment utilization that yielded 40 % increase in productivity. Developed programs with existing and new sources, optimizing competitive pricing, on-time delivery, and superior quality.

EDUCATION AND PROFESSIONAL DEVELOPMENT

BS Computer Science, AMA University

Six Sigma Black Belt certified, Impact

CSCP (Certified Supply Chain Professional), APICS

MCSE, NET+, Computer Science Institute

COMPUTER SKILLS

MS Office, Oracle, SAP, Red Prairie, EDI / RFID technologies, WMS, MRP and ERP systems.

PROFESSIONAL MEMBERSHIPS

APICS

ILogistics

Operations and Supply Chain Academic Group

Leadership in Logistics and supply Chain

WERC

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