BRYAN K. GRAHAM, B.S.

** ******** ******, *******, **.01440 Residence: 978-***-**** Direct: 617-***-**** e-mail: acwee1@r.postjobfree.com

Profile

PROCESS MANAGEMENT SIX SIGMA

INDUSTRIAL ENGINEERING MANAGEMENT WAREHOUSE MANAGEMENT

DISTRIBUTION OPERATIONS MANAGEMENT

Recognized as a hands on engineering, logistics and operational managing expert. Offering thirty years of accomplishments leading to increased profitability and superlative service delivery. Experienced in multi-unit management.

Proactive and results driven. Operational leadership with vision for sustainability.

A superb communicator who identifies talent and nurtures promising staff members.

Diverse experience includes operational planning, metrics goal setting and production execution;

Short-term and long-term business planning; work measurement; contingency planning; and management recruiting and training.

Takes comprehensive ownership building teams, creating vision, executing processes to complete P&L responsibility.

Determines best practices and guides using Six Sigma Methodology.

Implementation of enhanced Continuous Improvement processes. Kaizen, 5S, Lean, Six Sigma, ISO 9001 and 13485 procedures.

Promotes effective and proficient cross-functionality.

Competent in the development of Process Flow Maps

Experienced in development of Standard Operating Procedures to establish benchmark standards in compliance with CGMP.

Manages full integration of safety standards above and beyond OSHA and FDA standards.

Develops strategic direction and priorities for critical projects.

Achieves operating and financial objectives within budgeted guidelines.

Very involved in annual United Way drives, Toys for Tots, local Food Shelter volunteer and Military Veterans Assistance.

Highly competent with Windows, MS Products (Word, Excel, PowerPoint, Access, Outlook).

Career Synopsis

SharkNinja, Newton, Massachusetts

Director of Process Management 2012 - Present

Responsible for the implementation of standardized process change and process document control.

Evaluation of the global distribution for consumer goods in excess of 20 million dollars.

Renegotiated the UPS/FedEx small package contract in 2014. Total savings of $6.4Mil.

Team member for the structuring and operational re-design of 863K Sq. Ft. warehouse in Chino, CA.

Realigned the distribution of Direct to Consumer purchases by setting up a distribution center on the East Coast and redirecting inbound Ocean Cargo to the Port of Baltimore.

Implemented a Warehouse Inventory system for accuracy and financial control.

Managed the implementation of an Engineering PDM to establish a standardized process for document revision control.

Carried out responsibility as a Program Manager for New Product Development.

Established a simplified approach to the NPD process.

Coordinated efforts to establish a PPM solution for the Program Management function.

Cross functional activities with Finance to identify opportunity for cost savings.

Established procedures for product sample request.

Developed calculation tool to control shipment cost and create awareness.

Managed Business Analyst in performing current state discovery and documentation.

Success Stories:

Reduced Internal shipping spent by $217,000.00 in eight months.

Identified the need to re-negotiate better carrier contracts. Saved 6.4 Mil for the first year.

Identified as a SME in Warehouse and Distribution, was chosen as one of a team of four to re-design the warehouse operations in Chino, CA.

Provided analysis to the Executive team to identify the savings by establishing distribution from an East coast facility. Saved $2.1 Mil in one year.

As a Program Manager, brought several new consumer products to production, on time and on budget.

Developed a calculation tool to be used by the Program Management team to assist in the budgeting process.

Established a process for product sample.

Kellogg Company, Cranbury, New Jersey

Distribution Center Manager 2011 - 2012

Responsible for Inventory control, SAP Warehouse Management, Delivery personnel and office staff.

Monitored results of Transportation Manager and Warehouse Manager. Responsible for two direct reports.

Managed the Distribution Center facilities Maintenance, Housekeeping, EHS and Security Programs, for 183,000 s.f. facility.

Oversee the guidelines to exceed FDA in the consumer food industry.

Coordinated delivery routes to meet the customers’ expectations while reducing miles and idle time.

Established annual budget for capital improvements.

Managed outside contractor activities.

Developed daily planning tools to expedite workflow and assist in the daily productivity needs.

Caries out management responsibility in accordance with corporate policies and procedures, QSR and FDA guidelines and applicable state and federal regulations.

Actively involved in the development of the Distribution strategy, mission and its implementation.

Monitored a high level of inventory accuracy.

Established process changes for increased production, reduction of overtime cost and reduced customer concerns.

Manage annual budget of $7.4 million.

Success Stories:

Reduced warehouse overtime from 43% to 17% in the first three months.

Established staffing guidelines to have order completion each and every day.

Established housekeeping guidelines to comply with FDA audits. Achieved an 80 point increase AIB auditing process.

Trained Managers to identify financial opportunities in areas of responsibility.

Established an employee operated Safety program.

C.R. Bard, Covington, Georgia

Facility Manager/Operations Manager 2010 – 2011

Responsible for developing and supervising the Global Distribution Center facilities Maintenance, Housekeeping, EHS and Security Programs, for 500,000 s.f. facility.

Oversee the maintenance personnel and housekeeping staff to exceed FDA requirements in a controlled environment.

Coordinated routine/emergency maintenance of buildings, equipment & grounds.

Established annual budget for capital improvements and facility expansions.

Directs outside contractor activities.

Prepares work schedules, expedites workflow and assist in the daily set-up of various operational activities.

Responsible for the global distribution of three C.R. Bard medical divisions

Caries out management responsibility in accordance with corporate policies and procedures, QSR and FDA guidelines and applicable state and federal regulations.

Actively involved in the development of the Distribution strategy, mission and its implementation.

Develops and manages operational metrics.

Ensures optimization of operations through continuous improvement.

Maintains a high level of inventory accuracy.

Develops subordinates in areas of GMP/QRS, SOP, World Class Principles, Safety and Ergonomics.

Participates on corporate project teams.

Established process changes for increased production, reduction of overtime cost and reduced customer concerns.

Implemented a cost monitoring program for operational cost containment.

Established productivity indices through standard methods in operations.

Manage monthly budget of $1.1 million.

Manages customer satisfaction on daily revenue of $4.3 million dollars.

Success Stories:

Within a three week period, I identified operational set up improvements which reduced overtime from 34 hours per day to a daily average of 5 hours per day.

Established work area pre-charge to increase productivity in first hour of operation.

Identified hours recording process which came into alignment with monthly P&L statement on a daily basis.

Eastern Connection, Woburn, Massachusetts

Corporate Industrial Engineering Manager 2009 – 2010

Established the foundation to implement an Industrial Engineering platform for increased production, marketability and profitability. Oversaw the service and cost for thirteen facilities from Maine to Virginia. Developed standards for delivery and pick up of packages for National Customers in the northeastern United States market. Wrote Standard Operating Procedures for all aspects of the business.

Responsibilities included monitoring the weekly and monthly operational financial statements, restructuring route detail planning for increased efficiencies. Established freight pay standards to give incentive pay for greater productivity. Established daily cost containment measures to monitor daily operational expense. Negotiated vendor contracts for the facility operations. Established criteria to increase monthly revenue through asset utilization. Established building set ups to maximize capacity. Implemented the first corporate warehousing program with a National Medical account. Worked with Senior Vice President of Operations to increase monthly revenues by 50% in six months. Developed a projection program to allow for operational and cost planning. Worked with existing management to implement new corporate strategy increasing the small package market share.

Implemented a cost monitoring program for a monthly budget of over $1.1 million dollars establishing a positive trends.

Established productivity indices through standard methods in hub operations.

Reduced line haul cost through the implementation of a regional run, reducing package handling in the hub.

Increased profitability by introducing line haul capacity standards.

Implemented a new facility in the Providence, Rhode Island market.

Increased the premium service at no additional cost.

Increased vehicle utilization while reducing vehicle cost, using loop detail procedures.

Decreased management cost through restructuring and introducing Six Sigma process change

Reprocessed how drivers were paid to get greater productivity with incentives.

Established a warehousing program to gain profitability from idle assets.

Success Stories:

Established a delivery network which satisfied all customer expectations and increased productivity from 23 stops per route to 61 stops per route.

Reduced the number of vehicle by 52%.

Streamlined the freight pay process to make it uniform in 19 facilities. This reduced the payroll clerical workload and eliminated two clerical positions.

Worked with Toshiba Medical systems and Global Parts Distributors to set up warehouse and delivery operations in Newark, N.J. and Philadelphia, PA.

UPS, various locations throughout New England 1987- 2009

Operations Manager 1997- 2009

Responsibilities included achieving production, safety, and quality goals; training, developing, and motivating supervisory workforce; administering contract guidelines in union work environment; planning and maintaining adequate staffing levels to achieve goals; and delivery, consolidation and redistribution of daily volume from a broad customer base. Directly responsible for 18 management staff and over 200 hourly employees.

Daily involvement in addressing Teamster Union concerns and establishing an open communication with Business Agents and Local 25 Union President.

Established a safety program which involved all employees and was highly supported by Union involvement.

Reduced Lost Time injuries by over 40% in 2008.

Reduced auto accident frequency through comprehensive training and on site investigations.

Increased on road production by 18% in the Boston Metro area. Restructured part-time drivers.

Increased United Way participation by 22% in the Watertown facility.

Reduced overtime cost in Worcester facility through reassignment of work.

Industrial Engineering, Special Projects 2006, 1995

2006 - Lead Industrial Engineer for the implementation of a computerized dispatch system.

Oversaw the input of data and reassignment of delivery area work to launch Preload Assist System.

Implemented computerized dispatch system for all of Central Massachusetts. Three facilities and two hundred and twelve drivers.

1995 - Instrumental in cross functional team to analyze distribution network for decreased time in transit. Involved in national project on the planning of air, ground and railway movement including volume and contingency planning.

Industrial Engineering Supervisor, I.E. Planner, Package Divisions 1988-1996

Responsible for volume forecasting, holiday planning, productivity planning, work measurement, contingency planning, staffing/training of internal and external operations. Provided Instruction in the following courses: Work Measurement Methods and Methodology, New Supervisor Orientation and the Northeast Region Time Study Workshop.

Education, Industry Training and Instruction

Villanova University Six Sigma Green Belt

LaSalle University BS degree in Business Management & Total Quality Management

University of Vermont Political Science

U.S. Navy Technical School - Sonar Technician - Provided electronic repair and operations of Sonar equipment.

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