Oxford, CT 06478 Email: email@example.com
. Competent, well-rounded, driven professional with extensive operations
management experience. Demonstrates flexibility with a proven track
record of achieving results.
. Advanced communicator and cultivator of key relationships with all levels
of vendors/suppliers, key customers, company personnel, business and
. Big picture thinker, talented and motivated to impact better bottom line
while increasing operational enhancements and ensuring staff compliance
with enterprise standards, procedures and regulations.
. Recognized for spearheading strategic planning and problem solving in
. Effective in boosting sales revenues, by increasing productivity through
out the supply chain embracing new technologies and processes.
Helicopter Support Inc.
Supervisor, Operation Department (2009-present)
. Supervisor of operations serving within three key departments of the
company, receiving, packaging, inventory department, with over 700
million dollars of revenue. Supervisor of 20 plus employee's within
. Currently responsible for inventory department with 160 million dollars
of materials, supervising all process of inventory control, part
documentation/FAA certifications of parts, customer pulls, inventory
receipts, cycle/physical counts and warehouse function. Corrections of
all inventory discrepancies, implementing corrective actions/standard
work to prevent future inaccuracy. Cultivating positive environment for
employees to engage in and meet departmentally goals, increasing daily
performances by 30% over prior year.
. Training all employee's within operations, using training metrics for
each department, tracking each employees training, and recording level of
competency/skill for all required processes.
. Maintain shelf life expirations dates of inventory, removing items as
needing from stock due to expired dating. Review expirations dates of
picked orders to insure meeting customer's acceptable shelf life percent
. Work closely with CSR staff/Material buyers with all inventory queries,
customer specific instructions, and part documentations/certifications.
Availability of parts, AOG, WORKSTOP, Urgent stock pulls.
. Played key roll in operations to meet company's strategic goal of
receiving "ACE GOLD" and ISO9100 certifications by implementing targeted
processes, procedures, standard work, and visual queue's meeting all
requirements necessary to pass audits.
. Mentor, trainer to employee's of all UTC EH&S policies used in
operations, PIV equipment, PPE equipment, UTC policy for storage of
corrosive, flammable, explosives and safety programs. Communicating to
work force management's goals for company wide safety initiatives through
weekly safety musters. Current safety record is 1176 days without lose of
a work day by an employee.
. Member of the Inventory Steering committee, appointed by Vice President
of Material Management, mission was to reduce inventory without negative
impact of fulfillment rates/ on time deliveries. The group meets monthly,
developing plans to accomplish goal, applied strategic approach to reduce
inventory by end of 2012. The team achieved objective for 2011 reducing
23 plus million of inventory, increased the inventory turns for 2.6 to
3.4, with no adverse impact to filling customer orders on time.
. Appointed by Director of Operations to EH&S Safety Seat Meetings held
monthly to reduce, identify any safety hazards within the operations.
Executed and deployed new safety initiatives to involve, engage
. Maintained cycle counts accuracy of 98.7%, with a loss of under $70,000
dollars for the year.
Traditional Men's Wear L.L.C. Shelton, CT
Managing Director (2006-2009)
As business owner, established and manage operations for new apparel
. Secured new location for factory/warehouse, negotiated lease, supervised
build out of factory/space to meet all requirements of companies needs.
. Researched, negotiated and purchased all new equipment for factory,
warehousing, and office.
. Hired staff for sales/marketing, administrative staff, shipping and
. Supervise day-to-day operations and acquisition of customer base.
. Source procurement of all raw materials, MRP planning, and production
scheduling to achieve targeted goals and maximize sales.
. Collaborate directly with sales staff and major customers to ensure
company meets product specifications and availability of goods, as well
as to develop new product offerings.
. Develop costing models to maintain 45-50 percent gross profits.
Crookhorn Davis, Inc. Shelton, CT
V.P. Operations (1988-2006)
. Managed $5 million material purchasing budget, MRP/ERP Sales forecasting,
as well as all other operational functions of apparel manufacturer.
. Delivered significant cost savings using "Lean Best Practices" though out
the operations, improved manufacturing processes tack time, reducing
waste in raw materials and finished goods inventories
. Cultivated key partnerships with customers/Sales force managing MRP/ERP
requirements to serve their needs, increasing fulfillment rates of their
orders, decreasing waste (un-sold inventory both raw material and
. Generated strategic plans using Lean tools to elevate organizational
performance and coordinated account development operations,
production/manufacturing functions, material and finished goods
. Responsible for performance management, staffing, compensation plans, as
well as implemented operations policy and standard work thought-out the
. Supervised production manager/staff to coordinator daily production
scheduling, urgent customer requests, reduce backlog and out of stock
. Supervised and managed Production control department/staff,
planning/preparing daily, weekly schedules, issuing raw material purchase
orders, production WIP tickets, all scheduling of
production/manufacturing of product, both in house production and oversea
. Managed finished goods inventory levels, raw material levels,
coordinating with upper management, CSR/Sales staff, Production control,
Mangers of Raw Material and Finished Goods. Published weekly
"Availability Reports" for all current product offerings for Sales Force
CSR to use when quoting customers delivery dates for their open orders.
Reviewing all sales order demand using ERP software.
. Worked directly with vendor of Raw materials/operational suppliers as to
all specifications, costing, lead times, blanket/purchase orders,
inventory levels, sourcing of new products, delivery and availability
. Supervised Shipping/Finished goods managers, Raw material manager as to
all aspects of department functions, planning, executions of process,
work loads and standard work.
. Reduced capacity planning/manufacturing cycle time 65% from 60 days to 20
days, while increasing plan coverage of style mix availability, allowing
for quicker response time for fulfillment of customers orders.
. Enhanced production through put time by 75% from 20 days to 5 days,
reducing inventory costs, while increasing customer fulfillment rates and
helping increase the daily shipping revenue.
. Restructured and reduced direct labor cost by 20%, through analysis and
management of production line staffing and processes, incorporating lean
. Created a value stream mapping of factory floor and implemented changes
to increase productivity, while cutting waste/down time from all steps of
. Slashed direct labor cost by 10% in shipping room operations, by
implementing new computer software allocations systems and computerizing
all steps/functions of department.
. Created innovative marketing tools, ranging from building the company's
online presence to developing advertising materials
. Executed and deployed all costing of product, specifications sheets,
production documentation, style master, material master, color master and
UPC masters in order for product manufacturing process to be done and
flow through the supply chain, insuring customer requirements of product
specifications, logistics, and ensuring all aspects of clients vendor
manuals are adhered to.
. Maximized each employee's productivity and work performance by
developing/managing company-wide computer network.
. Procured computer software for enterprise ERP software, and collaborated
on installation, training, and an applied strategic approach to all
decisions related to implementation of software revisions and/or addition
to base package and it functions maximizing the company's investment.
Warehouse/Fulfillment Manager (1984-1988)
. Consistently improved the shipping staffs' performance by providing
training and improving procedures to best meet department requirements.
. Successfully maintained inventory records of product stock in computer
system, ensuring accuracy that increased fulfillment rate to 100% of
. Implemented a policy to ensure that customer orders were correctly picked
and packed, resulting in increased productivity.
. Forecasted product needs against sales statistics and worked with sales
manager to anticipate large customer needs. Developed shelf stock plans
by creating company-wide sales forecast and projections of finished goods
A&P Retail Store:
Assistant Manager (1976-1984)
. Can give list of functions, accomplishments if required or of interest.
Norwalk Technical College, Norwalk, CT
Mechanical Engineering (1978-1980)