Customer Service Supply Chain
Resume:
James William Pytyck
**** **** **** ****** *******@*****.***
Marquette, Michigan 49855
CAREER SUMMARY
A World Class Manufacturing Manager highly regarded for an innovative and
progressive approach to the business of managing People, Process & Assets.
A strong track record of demonstrated success of optimizing operational
performance through the use of collaborative leadership teams focused on
improving key performance indicators. An intuitively analytical leader
with a well developed background in Operations, Quality, Customer Service,
Supply Chain and Human Resources who is known for personal credibility,
integrity and effective communication.
PROFESSIONAL EXPERIENCE
NEENAH PAPER INC., (A Former Division of Kimberly-Clark) 2006 - 2010
QUALITY MANAGER - Munising, MI - 2009 - 2010
Transitioned into this role to manage the Six Sigma and Lean Manufacturing
programs in an Oracle data base environment to prepare the operation for
the tri-annual ISO 9000-2008 certification and several required customer
audits. As the Quality Management Representative (QMR), position was
responsible for Supplier Quality management, Customer Technical Reviews and
Product Nonconformance Management. Managed a staff of 12 Quality
Associates and 2-Coordinators
. Successfully recertified ISO 9000-2008 standard, no major or minor non-
conformances.
. As a result of successful audit, recognized by a key customer as their
"Supplier-of-the-year - 2009".
. Overcoming resistance to change, successfully implemented a mill-wide
software change from Lotus Notes to Microsoft SharePoint, allowing
corporate wide visibility of all recordkeeping aspects for Quality and R
& D functions. Change provided remote access to all Quality related and
customer non-conformance data by any team member regardless of their
location. Information reorganized into central data base provided the
Sales and Quality teams opportunities to proactively deal with issues.
Resulted in 2009 complaint payouts to be reduced by $200,000.
CUSTOMER SERVICE MANAGER - Munising, MI - 2006 - 2009
Promoted to fill the role of On-Site Manager, which had been vacant for
several years, to facilitate the implementation of the Oracle ERP system,
including managing the team responsible for this task. Served as key
member of the Senior Corporate Leadership team and reported to the
President, U.S. Technical Products. The staff consisted of 8-Customer
Service Representatives (CSR), 2-Planners and 2-Administrative Assistants.
Team was accountable for the management of the Order-to-Cash process which
included among other items, order processing, invoicing, credit/debit
memos, product information & sample requests, pricing, and direct
communications with the customers and supply chain responsibilities for the
on-time customer deliveries.
. The OTC Oracle ERP implementation was successfully initiated 2-weeks
ahead of schedule.
. KPI's were reorganized using data extracted from Oracle. Initiated a
"Perfect Order Program"
o Team developed a set of criteria that defined a perfect order in the
Order-to-Cash Process. Within 2 years, the process increased number
of "perfect" customer orders from 84 % to 95 %.
o With fewer order errors, there were less payment issues resulting in
current receivables increasing from 86 % to 96 %.
KIMBERLY-CLARK INC.,
1984 - 2006
PULP MILL, SUPPLY CHAIN MANAGER- Terrace Bay, ON & Pictou, Nova Scotia -
2005 - 2006
Kimberly-Clark spun-off its 2-pulp mills & 3-paper mills into a stand-alone
public company. Promoted to this role & tasked with developing a marketing
strategy for the product produced at the pulp mills. Retained earlier
responsibilities of the Pulp Mill -Technical Manager role at Terrace Bay,
but which now also included the 2nd pulp mill at Pictou, Nova Scotia & the
task of coordinating the fiber supply from these mills to our customers.
Total tonnage represented 800,000 ADMT of Northern Softwood (NBSWK) and
Northern Hardwood Pulp (NBHWK)
. Reduced the number of days in our "winter" supply chain from 13 to 10
by implementing a Winter Storage Plan.
. Reduced freight costs on average by $10/ADMT by leveraging our supply
chain partners.
. Implemented a new marketing strategy featuring our Sustainable Forest
Products initiatives. This "Green Strategy" satisfied Customer
requirements in order to continue doing business
PULP MILL, TECHNICAL MANAGER - Terrace Bay, ON - 1999 - 2004
Hand-selected to fill this newly created version of a position formerly
managed by the Director of Engineering. Assignment was to 1). Improve
Customer Service & the quality of our delivered product, 2). Manager -
Process Control team with a Senior Process Engineer, 5-Process Engineers &
8-Technical Associates who managed the Quality of the 420,000 ADMT / yr
NBSWK and NBHWK Pulp Mill, 3). Serve as the Technical Advisor to the K-C
Fiber Global Supply Chain Management & 4). Serve as the Technical Liaison
with Corporate Fiber Team and Tissue Mill Manufacturing Teams.
. Instituted annual Customer technical reviews as a proactive measure to
improve customer service.
. Implemented a Customer complaint management program which led directly
to process improvements and reduced complaints by 50%. Key complaints
were related to bale wires and environmentally safe bleaching
processes.
KIMBERLY-CLARK INC experience continued:
. Negotiated Supply Chain Improvements with Railroad. Bale wires were used
to hold the sheets of pulp into a 520lb. package & were considered by
customers to be a safety hazard. Solution required improving railcar
quality by convincing railroad to alter its long-standing approach to
transporting pulp. Successfully presented the benefits of 'venting' the
rail cars thereby eliminating the steam from pulp bales from condensing
onto the bales causing them to expand placing bale wires under greater
stress. With less stress on the wires, an alternative to bale wires
could be used resolving the customer's safety concern. Vented cars
would improve stability of bale stacks allow more tonnage to be placed
into railcars. The railroad benefited from reduced railcar maintenance
costs and reduced supply chain costs by moving additional tonnage in
fewer railcars per train.
PULP MILL, LEAN MANUFACTURING/CONTINUOUS IMPROVEMENT COORDINATOR
Terrace Bay, ON - 1995 - 1999
Promoted to the newly created position to develop & implement Kimberly-
Clark's proprietary Lean Mfg. & Quality Management Program at all 5- Pulp
Mills, & manage the daily quality results of a 420,000 ADMT / year of NBSWK
and NBHWK pulp mill.
. Implemented personal computer use at each operator work station, to
collect 'real-time' operational data to be used to reduce variability.
o Reduced annual expenditure for fresh lime usage by $750,000.
o Reduced the number of evaporator boil-outs, increasing digester
production by 1%.
o Led the training classes for each operating area at Terrace Bay
o Mentor for the implementation of the program at each of the other 4 K-
C pulp mills.
o Reduction in variability and implementation of benchmarking reduced
off-quality pulp produced by 10,000 ADMT/year
ASSET LEADER #1 TISSUE MACHINE - New Milford, CT - 1994 - 1995
Transferred as part of a personal developmental program and assigned
position accountable for supervision of 65-crew members in the safe
Operation & Maintenance of this machine.
. Defined a 'Blue Star' roll as one which met all quality requirements.
Initially, only 85% of rolls met these requirements. Led the
implementation of Operating Centerlines which improved the number of
rolls to 96%.
. Acting as Liaison with the Tissue Converting & Pocket Pack Operations,
reduced internal complaints by 5 %.
PULP MILL COORDINATOR, LABOR RELATIONS and SAFETY - Terrace Bay, ON -
1990 - 1994
Promoted to a newly created position which replaced 3 positions within the
organization. Coordinated the mill & woodlands safety management program
along with administering their respective collective agreements. Team
consisted of 5-staff members who managed the Manpower and Nursing
Facilities in Terrace Bay and in Longlac, Ontario, facilities which are
located 90 miles apart.
. Reduced the number of outstanding grievances including those in the
arbitration process from 50 to "0".
. Led the team which instituted an industry-first World Class Leadership
& work practices initiative which reduced 50 operations and
maintenance personnel over a 3 year period.
. Successfully negotiated collective agreements with the Mill and
Woodlands Unions.
. Implemented new safety program which reduced Lost Time Accidents from
21 to"0" over a 3 year period. Mill was recognized with annual Safe
Hour Awards.
PULP MILL OPERATIONS COORDINATOR - Terrace Bay, ON - 1984 - 1990
Managed Capital Projects for Pulp Mill Operations Team, accountable for
coordination of daily Pulp Mill Operations & served as a relief PULP MILL
SHIFT SUPERVISOR. Key projects completed on time & met all Environmental
targets as required by the Mill's control order.
. Wood Stave Tank Replacement project completed $1.2 M below budget &
exceeded expectations on operational parameters.
EDUCATION
Bachelor of Arts, Economics and Accounting, Honors (open), University of
Waterloo, Ontario, Canada
CERTIFICATIONS AND TRAINING
. Certified Internal ISO Auditor (2008 Standard)
. Database Management - Oracle ERP System
. Interaction Management Training - Workplace Leadership Training;
. SMART - Effective Safety leadership
. Supply Chain Management leadership
. Certified Trainer Targeted Selection - Interview skills and techniques
. Leading Effective Meetings
. Tissue 101 - K-C tissue manufacturing
. SMED - Single Minute Exchange of Dye Training
. EWMA - Quality Management
. Effective contract negotiations - Queens University
. Participative Leadership
. Crisis Management Training
. COMPUTER SKILLS - MS OFFICE (Word, Excel, Power Point) INFOCALC - Data
Base Management (proprietary software)
. Jansen Recovery Boiler Training Program
. WHIMS - Work Place Hazardous Materials Certificate
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