Customer Service Manager
Resume:
GREGORY M DEE
**** *********** **, **** *****, IN
abkawr@r.postjobfree.com
PLANT MANAGER / LEAN SENSEI
Value Offered
Production Manager of a $30M department budget with $45M in sales. Lean Six
Sigma certified. Transferable skills from the Poly-Ester and Poly-Ether
foam industry including cost reduction in reticulation and inventory
control of automotive products. Served as plant manager when manager was
out of the plant. Functioned as leader in finishing, shipping, inventory
control, and materials. Managed a portfolio of 54-customer accounts as
customer service manager. Led the continuous improvement, as facilitator,
and team building programs with deliverables totaling $750M annually. Also
well thought of and highly respected by 160-plant associates as plant
leader.
Key Skills
Certified Lean Six Sigma Sensei Decision Making
Poka-Yoke Implementation Inventory Control
Personnel Development Pull System
Creation Kaizen Experience
Continuous Improvement
Problem Solving Key Customer Relationship
Representative Clients
Global 2000 Manufacturers
Hewlett Packard, Inc. Illbruck, Inc. 3M Corporation
Business Segment
USA, Ireland, Singapore, Thailand, Malaysia, Israel, Italy
Fortune 500 Retailers
Sears, Inc. SeaDoo Inc., Briggs and Straton, Inc.
Career Progression
DEE MANAGEMENT / CONSULTING, Fort Wayne, IN
Consultant 2008 to present
Consult in the Polyurethane Foam industry specifically Reticulation.
Felting, and Process.
Improvement projects involving a foam fabricators and food distribution
company.
FOAMEX, LP ($1.3B International Traded Company) Fort Wayne, IN
Technical Products Manager, 1993 to 2006
Inventory Control and Logistics Manager, 2006 to 2008
Customer Service and Production Planning Manager, 2008
Continuous Improvement Facilitator, 1997 to 2008
Progressed through a series of promotions at Foamex, answering the call for
leadership in each of the opportunities. Led production, shipping, and
customer service for a multinational line of products. In all cases worked
along side plant associates in a hands-on environment. Concerned with
quality and safety performance, as well as, departmental P&L. Cross
functioned as the plant improvement facilitator, creating synergy among
various departments.
As Technical Products Value Stream Manager
Value Stream: HP Printer Cartridge Foam Reservoir Insert department:
Managed during a spike in sales volume from $2M to $17M in 4 years. Set up
a U shaped production line that converged into the packaging area. Leaned
the process by making it possible for associates to package finished goods
during the press cycle time.
Cost Reduction Project: Spearheaded a Nitrogen cost reduction project.
With the cost of Nitrogen rising; worked with supplier to install an air
membrane unit which pulled Nitrogen out of the air and stored it for use in
a storage tank. The result was a 35% reduction in Nitrogen costs annually.
Constraining Process Challenge Met: Established a process-supermarket with
kanban cards to eliminate idle time; also cross trained associates so the
process could run through breaks. This represents an increase in up-time of
10% per day.
As Inventory and Logistics Manager
Inventory Control: Ceramic filters customer involved with a just-in-time
program with their customer needed a flexible lead time. Developed a
inventory pull system to fit demand. Replenishment-signal was painted on
the floor in red. On-time delivery was improved to 96% for this product
line.
Methods Improvement: Military product line had ineffective inspection
methods. Collected defect data and supplied up-stream processes with Pareto
charts as visual display of the most often occurring defects. After
inspection technique improved, passed 100% of DoD internal inspections for
shipment. This foam can be found in F-15. F-14, A10 aircraft, Navy
helicopters.
Quality: Medical products requiring high quality demand. Led the department
through a successful FDA assessment certifying the plant to produce wound
dressing foams, blood filter foams.
Warehouse/Shipping: Directed activities of off-site warehouse
reorganization. Warehouse was poorly organized. Developed and facilitated
plan to divide the stock into bins. Bin/Stock data entered in ERP system,
which in turn appeared on the pick slips. Truck load increased from 18 to
32 trucks loaded per day.
As Customer Service and Production Planning Manager
ERP Implementation: The company was without an ERP system. As plant lead
working with outside consultants, assembled a team of staff and associates
to train along side consultants to be able to run the system internally.
As part of the process Bill of Materials, Routers, Run Rates, and Product
Codes creation was completed on time and functioning properly at go-live.
Orders Lost In System: Improved order tracking by creating an Excel
spreadsheet tool that listed all orders and their progress in the order of
completion process. The program improved on-time shipping overall in the
plant to 92% from 87%
Education
Purdue University, Fort Wayne, IN
Bachelor of Science, Mechanical Engineering Technology
Villanova University, Philadelphia, PA
Certificate in Lean Six Sigma, Lean Sensei
Technology
MS Office, JD Edwards, AS400, HP-Manbase, SQC
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