Manager Customer Service
Resume:
DOLPH N. WATTS
*** ***** **** **** ******, Ohio *3302
******@***-***.***
CAREER SUMMARY
Senior Manufacturing/Logistics Manager with over 15 years of experience with
significant P&L responsibilities. Demonstrated abilities in manufacturing, operations,
distribution, warehouse management, contract negotiation, asset management, project
management and customer service. Builds and leads highly motivated, results oriented
teams that increase profits and manages rapid business growth.
PROFESSIONAL EXPERICENCE
Mars PetCare Inc., Columbus, OH 2009 to Present
The world’s largest pet food company, producing Pedigree, Whiskas and Little Cesear
wet pet food at this location, packaged in cans, pouches and flexible tubs with production
output of 17 million cases or 41,000 to 47,000 tons of cooked pet food annually in just
the single serve area (pouches and tubs) and employing 411 associates at this site.
Single Serve Line Manager
Reporting to the Single Serve Area Manager, responsible for the safe and efficient
operation of five product lines with equipment producing regular outputs of 14,000 to
40,000 units per hour and supervising up to 45 associates operating filling and packaging
machinery, as well as centralized ingredient and raw meat processing equipment. Also
responsible for the safe and efficient employment of 24 temporary associates used in
specific sanitation efforts, hand loading of ingredients and in hand packing roles for
finished product used in multi-packs. Working a 7on-2off-5on-2off-7on-5off rotating
shift schedule with the first two and last two as 12 hour shifts. FDA certified and
approving shift cooking operations, engaging with site teams performing value stream
engineering and leading smaller projects engaging specific improvements to operations,
such as clean fill, vision programming, scrap reduction and in-batch processing. Lead the
area sanitation efforts and programming. Leading the effort in associate engagement and
increasing associate expectations and deliverables.
During this period deployed to Iraq for one year with the Ohio National Guard as the
Operations Officer/Civil Engineer of the Design Engineering Section of an Engineering
Brigade. Additionally assigned as the project officer for over $33 million in
reconstruction projects and supervised the scheduling of the project preparation, site
preparation, regular inspection of work and certification for payment for those projects
and over $78 million in additional reconstruction projects with eight inspection crews,
three survey teams and four draftsmen. Assigned as the Unit Movement Officer,
scheduling the loading and shipping of the Brigade’s organizational and personal property
as well as the scheduling and manifesting for Brigade personnel.
ConAgra Foods, Snack Food Division, Marion, OH 2006 to 2008
Multifaceted food industry manufacturer, producing Orville Redenbacher and ACT II
Microwave Popcorn with production numbers of nearly 700 million annual units and 200
employees at this location.
Production Supervisor (Team Leader)
Reporting to the Operations Manager, responsible for the safe and efficient operation
of the 3rd shift (of 4 from 7pm to 7am Sunday, Monday, Tuesday and every other
Wednesday) of microwave production/packaging.
Participated as part of the team implementing the CPS (ConAgra Performance
System), leader for two RIP teams, participant in numerous Kaizen Events and
responsible for the consistent application of 5S and machine center-lining.
Provided a leadership role as part of the team that reduced plant TIR from 7.65 to
2.99 in a period of 18 months.
Increased Operational Efficiency on shift from a 76.4% to a 82.4% in the same
time period.
Reduced quality holds for all reasons from over 3 million units to less than
100,000 units. And total number of holds on shift from an average of 15-20 per
month to less than 2 per month.
Involved in SAP implementation as a super user and a shift trainer.
Author of several one point lessons and power point instructional materials to
train operators in SAP tasks, CPS duties and general safety. Met weekly with my
shift for operational and safety topics.
SIGNSTRUT MILWAUKEE, Delaware, OH 2005 to 2006
Manufacturer of outdoor signage with annual sales of $55M and 300+ employees.
Production Supervisor
Reporting to the Vice President of Operations, responsible for supervision of the
assembly of cabinets, modular replacement signs and the LED electronic component
assembly area. Responsible for hiring, training, and supervision of 40+ hourly
employees.
In February 2005, Signstrut acquired Milwaukee Sign Company, Grafton, Wisconsin.
Sent to Wisconsin to observe the cabinet assembly line prior to shut down and
relocation of equipment to Ohio, which was completed in September 2005. Because
of little overlap of manufacturing capabilities, this process was an addition to and not
an expansion of existing Ohio operations.
Set up the cabinet assembly line portion of the focus factory, training existing and
new personnel.
Brought the assembly line up and running within two weeks while achieving
production goals.
Ensured the training of temp employees to a skill level able to handle the entire
product line in the first month.
Tasked with the supervision of six other product assembly lines with 45 non-
specific assemblers assigned to the various lines, met or exceeded all production
goals.
Assigned responsiblity for a "stand-alone" product assembly line in November
that was not producing to standard or sufficient to support sales. Increased this
line's production from 12 per week to 25, 30, 35, and finally 40 per week in each
of 4 successive weeks. Capable of further slight increases, but sales was unable to
fill the line’s new capacity.
Consistently able to maintain a significant flow of output, despite problems
associated with relocation, startup and subsequent cash flow problems resulting in
significant daily material shortages.
Daily shipping an average of 20+ sign systems or cabinets both in a "one-off"
custom style and in an assembly line "common size & type" style, worth
approximately $100,000 to $150,000 per day.
SALT ROCK GRAPHICS, Marion, OH 1992 to 2007
Full service commercial sign, graphics and screen-printing shop, producing soft goods,
posters, signs and banners
Owner, Manager
Grew the business by 15% a year for the first three years and between 10% and
15% a year for every year through 2001.
Managed and controlled the business contraction.
Reduced the cost of goods from 67.5% to 43.3% and reduced overhead costs from
18.9% to 14.1%, while adding additional phone lines and 800# service.
Replaced every major piece of equipment and added several new pieces worth
more than the total initial equipment investment while maintaining personal
income stream.
WYANDOT, INC., Marion, OH 1989 to 1991
Snack industry's premier contract manufacturing supplier, providing both product
development expertise and finished products to the world's largest food marketers.
Production Manager 1990 to 1991
Managed a supervisory staff of 9 and a unionized crew of 228, working a three shift,
five-day production cycle and a 2 day sanitation cycle each week. Responsible for
the consistent under budget operation of six product lines.
Promoted from the warehouse to be the twelfth production manager in eight
years. Operated under forcast budget for labor, materials and overhead each
period from assignment to my departure from the company.
Increased the food product quality score over four percentage points from a 1990
average of 86% to over 90% in 1991, with the same equipment, processes and
personnel.
Reduced quality impoundments by 21%, increased total average poundage output
by 7 1/2%.
Set new records for total production in a shift (seven times), total production in a
day (four times), total tortilla production in a shift and day (three times) and total
production for a week (three times).
Reduced customer complaints by 42% from the previous year through emphasis
on quality.
With dynamic, honest and positive leadership, reduced total grievance activity
from a 3.5% per week average to a 0.3% per week average.
Warehouse Manager 1989 to 1990
Managed a supervisory staff of 4 and a unionized crew of 41, working a three shift,
six-day workweek.
Performed consistently under budget and maintained constant manning levels
despite a 15% growth in volume over the docks.
Maintained an inventory accuracy rate of 97.3% on an average shelf life of 4
days.
Shipped 750,000 cases every four weeks, hand loaded on trailer floors,
maintaining an accuracy rate of 99.75% or better.
UNITED STATE MARINES 1977 to 1988
Achieved rank of Captain.
Operations and Training Officer. 1987 to 1988
Supervised training staff of 17 and an administrative staff of 23 for a 1,400 man
logistics support battalion. Top Secret Clearance.
Oversight responsibility for instructional materials, course content and style.
Coordinated all external support requirements, supporting up to six concurrent
remote locations and over a dozen operations a year of various lengths.
Managed an intensive two-week annual training program for each person and the
professional training for each specialty.
Managed security clearance program and the Personal Reliability Program as well
as the random drug enforcement and monitoring program.
Customer Service Officer 1986 to 1987
Managed a telephone and procurement staff of 12 that assisted customers with off site
purchases through the DOD supply system.
Initiated a review of aged records that recovered $2.5 million in undeliverable
orders.
Maintenance Float Officer 1984 to 1986
Managed the repairable sub-assembly pool for the west coast, supporting 1/3 of the
ground combat assets in the Marine Corps as well as selected item inter-service
support for the Navy. Supervised a work force of 65 at 6 permanent locations and 3 to
5 temporary locations with a supervisory staff of 5. Budgeted and managed financial
plans to support a $63 million inventory with a budget of $9.2 million per year.
Coordinated the repair of damaged sub-assemblies with four local and one remote
repair facility.
Analyzed key materials delaying sub-assembly repair resulting in a 17% reduction
in repair backlog.
Supply Officer 1977 to 1984
Various combat organizations. Supervised 27 Civil Service Item Managers, up to 27
civil service and military clerks at various times in the requisitioning and stocking of
materials to include data entry clerks. Responsible for the correct entry and proofing
of close to a million key strokes per day.
Fiscal comptroller for operating and training budgets of $1/2 to $1.2 million per
year.
Inventory manager for government property accounts of $1.4 to $60 million.
EDUCATION
MS, Systems Management, University of Southern California, 1987
BS, Operations Analysis, United State Naval Academy, 1976
Contact this candidate