Operations Production Manager
Resume:
MICHAEL A. JACKSON
Olathe, KS 66061
*************@*****.***
MANUFACTURING OPERATIONS MANAGER
Resourceful, innovative professional with experience in operations and production management. Expertise in motivating
people to reach their full potential and initiating projects and programs that boost efficiency, productivity, and profitability.
Recognized for exceptional skills in statistical process control and six sigma quality management. A hands-on manager with
unique skills in organization, coordination, and improvement of operations through policies that promote a team-based work
atmosphere, creative thinking, and a positive result to the corporate bottom line.
SUMMARY OF QUALIFICATIONS
Six Sigma Green Belt Trained Customer Focused
Trainer Microsoft Office Proficient
Business Process Development Lotus Notes and Domino Proficient
Project Management Minitab Proficient
Value Stream Mapping Trained Crucial Conversations Proficient
ISO 9001
SELECTED ACHIEVEMENTS
• Reduced external errors by 5% by empowering staff to make changes through a Quality Culture initiative,
Root Cause Analysis, Brainstorming and beat company national standards for defects per million by large
margins in one year.
• Implemented a training and leadership program to an operational unit of 127 Associates and 6 Supervisors
improving productivity by 15% in a year.
• Improved customer satisfaction by implementing an in-house scheduling and job tracking system, Shop
Floor Manager, allowing the company to set more accurate job completion estimates.
• Led an effort to develop training curriculum for all associates which led to a 15% increase in productivity
and a 5% reduction in external errors in 1 year.
• Initiated a weekly, brainstorming and recognition program based on quality and production that led to
improved employee morale and reduced employee turnover by 5%.
• Collaborated with Sales to increase net revenue by 2% showing prospective clients our implementation
process that allowed us to fully integrate existing customer processes into DST processes.
• Selected by senior management of DST Output to participate in a year-long Executive Leadership
Development Program and Graduated from the program.
• Led many projects to establish new work centers, production tracking, associate retention and workflow to
name a few.
• Changed the culture of an outbound process to be customer and team driven vs. complaint and just get out
the door driven.
MICHAEL A. JACKSON
(Page 2)
PROFESSIONAL EXPERIENCE
Cardinal Health Pharmaceutical Division October 2012 - Present
Outbound Operations Manager
• Oversee outbound operations for a pharmaceutical distribution center for a Six state area. Align
company financial and quality / productivity goals to the everyday process.
• Work with Fifty Plus employees to properly pick, pack and ship pharmaceutical supplies to
Hospitals, Pharmacies, Department stores, Grocery Stores and Army Bases.
• Work to deliver quality picks and (make on time trucks) so our end customers receive their product,
both warm and refrigerated at the agreed upon delivery times. This is a highly time sensitive
process with drugs that have a short shelf life and must be delivered for surgeries and client needs.
• We work the outbound process with Six Sigma Lean principles to track our processes every day so
we can identify ways to improve quality and increased productivity. We work with all to empower all
people in our organization to make decisions and be involved in our process changes through
Kaizens and Just Go Do Its. We make certain all are in-tune with our goals and directions for a team
based environment.
• Was brought in to overhaul night shift processing and to help change the culture. To uncomplicated
the outbound organizational structure.
May 18th 2012 – October 2012
MeadWestvaco Inc., Grandview, MO
Third Shift Molding Operations Manager
• Work with thirty plus molding associates in a very high charged, high paced, injection molding
environment on an 11:30pm to 7:30am shift.
• Schedule work not only for the current shift, but for the upcoming four shifts with available
orders / lots in a pre-described priority to make ship dates and provide the assembly department
with the proper parts at the proper times without defects and minimum scrap.
• Brought into job as a management professional with no prior knowledge of plastics molding, to
be a leader to work with the associates for better process control and better understanding of
the bigger company picture. To provide the type of environment where long term associates
could learn new skills and be a bigger part of the overall process as empowered people ready
and willing to be involved with change if necessary. To teach soft process skills so changes
could be based on data driven information vs. gut feel.
• The job is to first, serve the company clients though our people and process. The job is to next,
lower work floor chaos by smoothing work flow and processes through not only the current shift,
but through all shifts. Next is to reduce bad inventory, through process improvements, from
getting into the next in-house steps or on to our clients.
DST OUTPUT, Kansas City, MO June 2010 – Mar 2011
Early Week Nights Manager
• Oversaw Production Quality and Productivity for a shift of 60 plus associates Sunday –
Wednesday nights twelve hour shifts, alternating 3 and 4 night weeks.
• Coordinated four plus departments nightly to include Quality Control, Scheduling, Laser Printing,
Ink Jet Printing, Warehouse, Special Handling, Inserting, Mail Presorting, and Maintenance.
• I was the go to person for any issues among departments and first point of contact at nights for
any customer or vendor issues. Worked on accountability with shift supervisors and associates
and included supervisors and associates in meetings for customer complaints.
• Held nightly meetings with department supervisors and laid out shift needs and talked over
staffing for that night and scheduled trained CPR staff so someone was always present.
• Maintained Six Sigma regiment on shift to include weekly meetings with project leads /
supervisors and daily talks about just go do it initiatives. Insured procedures and policies were
being followed and how negative outcomes from non-compliance happened with customers.
• Coordinated with plant Director and Department Heads to oversee their requirements and
needs.
DST OUTPUT, Kansas City, MO 2003 – June 2010
Operations Production Manager – Cutsheet Operations
• Oversaw Budget / Quality / Productivity for a department of 127 associates.
• Improved customer satisfaction by maintaining Six Sigma standards ( with Lean Kaizan events
included). Setup ongoing associate training in both hard and soft skill sets with training geared
toward associate re-certification on a periodic basis and facilitation skills for all associates so
they could present process or item change ideas to upper management with the revenue impact
included.
• Developed and maintained a high performance culture by developing, implementing and
sustaining a self-motivated high performance team, by clearly stating and summing up
measurements of quality and production measurements with a baseline of accountability.
• Grew operations and departmental revenue and profitability by decreasing waste and increasing
parts per hour labor efficiency with Six Sigma, Root cause analysis and Value Stream Mapping
methodology.
• Led companywide project to institute a negotiable documents area. Coordinated with production
staff, customer service, quality control and related accounting departments.
OUTPUT TECHNOLOGIES, Kansas City, MO 2000 - 2003
Laser Printing Manager
• Oversaw Production Quality and Productivity for a department of 45 associates.
• Maintained Laser department printing schedule to work with other departments upstream and
downstream for delivery of product, at proper just in time intervals, with low cost of quality.
• Worked with Laser print vendor for ongoing equipment needs and click costs to keep
departmental revenue in check.
• Scheduled associate work times for three shifts to best staff for productivity, but least overtime
costs.
EDUCATION
1 Yr., United Electronics Institute, Des Moines, IA
4 Yrs., US Naval Aviation Electronics Tech (E4)
1 Yr. Iowa State University, Ames, IA
Diploma Hoover High School, Des Moines, IA
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