CHARLES R. FOSTER, JR

215-***-****

E-mail: abl3tz@r.postjobfree.com

EDUCATION: TEMPLE UNIVERSITY, Philadelphia, PA

Bachelor of Business Administration (Concentration in

Finance)

BCMA certification

EXPERIENCE:

April 2008-April ARAMARK UNIFORM SERVICES, Cherry Hill, NJ

Market Center

2009

Production Manager

(8 direct reports, 115 indirect

hourly associates)

Managed a 2 shift operation

where as 170,000 uniform garments and

360,000 lbs of allied products

were processed each week. Budget

/cost responsibility for all

Production, Maintenance and Merchandise

Control issues. Developed

quality control and safety initiatives to improve

Customer service and to reduce

the incident rate of injuries.

Implemented incentives program

to improve the productivity

morale and safety performance

of the associates within the plant.

Negotiated the current

collective bargaining agreement for the local

Union. As safety champion for

entire facility I headed the safety

Steering committee. This cross

function committee comprised of

Management and hourly

associates met weekly to review safety

Performance and to brainstorm

to provide continuous focus on

Improving safety within the

facility. Additionally, I supported the

Baltimore market and the

eastern shore depot each day with shuttle

To support their market base.

Baltimore product mix accounted for

40% of the work processed at

the Cherry Hill Plant. As Plant manager

I was responsible for all

quality control and compliance for all HAACP,

FR,PENSKE or Blood Bourne

Pathogen related to our processing facility.

Hands-on manager who constantly

is looking for ways to raise the bar of

performance for the plant and

it s personnel.

Accomplishments 2008 thru 2009:

Only plant to pass the Blood

Bourne Pathogen audit in the east region.

Cherry Hill received a score of

100% on its audit.

Improved overall production

efficiency of plant personnel 8%. This

Reduced overtime dollars vs.

previous year 60%.

Managed 10% reduction in force

without increasing overtime or

reduction to productivity or

support to service department or route

drivers. Labor savings in

excess of 250,000 per annum.

50% reduction in incident rate

of injuries within the plant. Improved

Lag time reporting for plant.

Last year plant incurred $26,000 in late lag

time reporting fines from

corporate safety. YTD the plant has incurred

no lag time fees for late

reporting of injuries to plant personnel.

Improved inventory control

resulting in $320,000 in savings from prior

year.

Improved customer service and

response time to issues with both

Satellite locations. Reduced

retention fees incurred for late shuttles

By $35,000 from prior year

Reduced turnaround time for

processing of garments by 25%. This

Provide quicker response time

for customer issues and better service to

route drivers.

Bi-weekly visits to both

Baltimore market center and the Seaford DE depot

to support training and

development, customer service and audit

compliance for HAACP and Blood

Bourne pathogen processes.

November 2005 SEARS HOLDING, INC., Morrisville, PA,

Distribution Center

To April 2008

Operations Manager

(3 direct reports/55

associates)

Utilizing the WMS, coordinated

storage, retrieval and scheduling of

Nonconveyable orders for 128

Sears/Kmart stores. Manage the day to

day operation across three

shifts. Developed focus assignment weekly

planner of ongoing projects and

audits, and productivity check list

to best coach and develop my

direct reports. Conducted in excess of

500 one hour observations for

several job functions to support the

Industrial engineering

capability studies to install Realistic

Expectation work standards (RE)

for the company wide Logistic

Performance Program (LPP).

Reorganized the layout of the entire

department to facilitate the

improved productivity of the order fillers.

Developed housekeeping

guidelines to increase awareness of food safety

in the dog food order filling

area. Monthly food safety inspection scores

have been very good since our

last AIB inspection. Hire, train and orient

managers, supervisors and

associates. Build the schedule batch grid and

execute completion of the

schedule of the daily schedule at a high level.

Consequently, the daily

schedule is completed early each day. This high

performance has increased the

productivity of UPH, Utilization and

Effectiveness of the labor

hours. Instituted and steered process

improvement team to involve

associates in the continuous improvement of

the department. Nonconveyable

department has received much praise for

executing Advo sales iniatives

flawlessly for our high volume stores.

Developed mini- flash report to

communicate key performance metrics

to hourly associates. Set the

budgetary staffing goals based on yearly

sales forecast. Administer mid-

year and annual performance appraisals

direct reports.

November 2004

To November 2005

Receiving/RSR Manager

(4 supervisory direct reports/65 associates)

Received and replenished all import and domestic vendor

product. Stock product to provide for the most timely

order fulfillment and shipping to retail stores. Reviews

and analyzes quality, performance and labor reports.

Communicates with other functional groups to ensure

planning and execution of the daily warehouse activities.

Develop work detail, troubleshoot issues and set schedules

to ensure timely completion of work. Profit/Loss

responsibility for Receiving/RSR functional groups.

Leadership responsibilities for union environment including

coaching and development of all direct reports and

subordinates for hiring, training and performance

management. Ensures compliance of company regulatory and

safety rules.

AVON INC., Newark, DE, Distribution Center

November 2003 Warehouse Manager

To July 2004 (75 associates)

Responsible for the manual assembly and processing of

direct sale orders.

Improved the overall productivity of the department from

56% to 94%.

Sponsored quality improvement team, which resulted in 100%

improvement

manual line pieces per error (PPE) of 400 to 806. Selected

as Facilitator and Trainer for corporate change initiative

rolled at the Distribution Center. Developed "Production

After Dark" newsletter to better communicate productivity,

quality and maintenance metrics and issue to associates.

All nine of the Inaugural plant wide quality circle

recipients were my direct reports. Recognized during the

quarterly operational and financial by the Facility

Director as the benchmark for performance.

READY PAC, Florence, NJ

November 2002 Team Manager

To November 2003 Responsible for 100 plus employees for the processing and

packaging of fresh

Produce and salad mixes. Developed control charting in

the trimming operation

to in pack the yields of raw materials. Developed excel

spreadsheets to calculate

raw material yields. Quadrupled finished product out puts.

Set single day product records of 19,000 cases. (25 year

record)

COTT Beverages USA, Concordville, PA

August 2001 Manufacturing Manager

To June 2002 (4 supervisory direct reports/225

associates)

Profit/Loss responsibility for

all 1 liter, 2 liter, 3 liter and 12oz carbonated

beverage production. Managed

24 hr/7day production flex schedule

operation. Process owner for all Six Sigma continuous improvement

iniatives

for the Production department. Developed annual

budgeted goals and

managed the budgetary line

items related to both direct and indirect expenses.

Responsible for attainment of production schedule and the weekly

production

manning of department

Highlights

*Editor of plant-wide

newsletter "Vintage" to improve overall

communications within the

facility.

*Developed and implemented

Quality system check sheets to improve quality

focus of the operators and

to reduce quality holds of finished product.

*Installed the New Cott

Management CIP process (i.e Team Debriefing,

SOP generation and auditing)

*Developed "Red line report"

to communicate daily wins and opportunities

to production personnel.

*Developed SOP manuals for

both the production personnel and the

production supervisors to

establish job expectations.

*Established Quarterly One on

One communication sessions with hourly

personnel to improve and to

facilitate the Coaching and Development

process.

*Conducted monthly

comprehensive One on One session supervisors

to track and analyze cost,

quality, safety and administrative metrics.

*Instituted the "Safety

Awareness Initiative" to improve the overall safety

awareness of the production

workforce. (SAI)

* Steering committee member

for both the Safety and Six Sigma initiatives

within the facility.

*Managed the training and

implementation of the new inventory control

system BPCS/ADC, for

production supervisory personnel.

NABISCO, INC., Philadelphia, PA

April 1996 Lead Line Manager

To August 2001 Charged with the responsibility of both processing and

packing for snacks and cookies on the snack business unit

team. Point person for all new product trials and start-

ups. Coordinator for all product changeovers, with special

focus to provide for allergen and Kosher sanitation.

Maintenance Planner for preventive maintenance in assigned

area. Trainer for new line manager (new hires). Conduct

budget and financial analysis for snack business unit.

Editor of plant newsletter-TeddyGrams, which included

operational, financial and quality communication to

workforce. Selected to chair raw material yield sub team

with A.T. Kearney consultant group, to reduce raw material

losses and yield variance inconsistencies. Business unit

representative for facility ergonomic committee. Developed

productivity improvements with respect to cost, safety

and quality in excess of $800,000.

April 1991 Production Supervisor

To April 1996 Responsible for the packing operation for both cookie and

snack lines. Coordinated scheduling and production

activities of 8 packing personnel. Selected by the Plant

manager to a 30 person Relationship by Objective Labor -

Management Team. The RBO activities were off site and

facilitated by the Federal Mediation Conciliatory Service.

Developed team charter from forced ranked bakery

objectives. This effort was undertaken to transition bakery

toward team based mindset. Project manager for the 1A/6T

new line installation. Coordinated daily follow up meetings

with corporate engineering and outside contractors to

facilitate on time start up. Acted as labor coordinator

during bakery reorganization for direct and indirect

labor shift personnel. As labor coordinator scheduled 200

direct labor personnel, managed 50+ indirect labor shift

personnel.

FRITO-LAY, INC., Indianapolis, IN

April 1989 Production Manager

To April 1991 Responsible for 35 production personnel whose duties

included all operations from processing of raw materials to

packaging of finished product utilizing high-speed

packaging machines. Additional accountabilities entailed

management of 5 main interrelated systems used to drive and

monitor success of business. The 5 systems were: Cost,

Quality, Employee Performance and Feedback, Safety, and

Service to Sales. Consistently outperformed customer

complaint goals, reducing customer complaints 50%.

Successfully met Service to Sales goal of 99.9% with

attainments of 99.94%. Increased productivity while

reducing cost utilizing company's Methods Improvement

Program. Implementation of Improvements yielded the

company approximately $205,000 in reduced cost.

MILITARY

EXPERIENCE: LIEUTENANT, UNITED STATES NAVY

June 1987 Propulsion-5 Division Officer, USS Ranger, San Diego, CA

To April 1988 Responsible for the proper distribution of fuel to a

battle group of nine naval vessels. Directly supervised 25

naval personnel. Served as the Refueling Officer during a

six-month deployment to the Western Pacific during which

more than 22 million gallons of fuel were received. Also

responsible for the fueling of aircraft catapult stations

and pump rooms.

June 1986 Propulsion-4 Division Officer, USS Ranger, San Diego, CA

To June 1987 Responsible for the operation and maintenance of a two

hundred million-dollar propulsion plant. Duties included

the provision of main and auxiliary steam to essential

components on board ship including catapult steam for the

flight deck, ship service turbine generators and forced

draft blowers. Directed 75 machinists and boiler

technicians.

October 1985 Electrical Division Officer, USS Ranger, San Diego, CA

To June 1986 Responsible for the operation of all vital and non-vital

electrical components including flight deck lighting,

aircraft elevators, hangar bay doors, eight ship service

turbine generators, thirty-two aircraft engine starting

stations and all emergency sprinkler systems. Directed 108

electricians.

MILITARY

SCHOOLS: Officer Candidate School - 1984; Surface Warfare School - 1985;

Repair Locker Leader School - 1987

TRAINING AND

DEVELOPMENT: Zenger - Miller Front Line Management

High Involvement Team Training I

and II (80 hours)

Creative Problem Solving I and II

Proficient in MS Word, Excel,

Power point and Outlook

Smart -Manufacturing cost system.

Good Manufacturing Practices-GMPs

Hazard Analysis Critical Control

Points-HACCPs

Six Sigma training for Managers

(40 hours)

AWARDS: Battle Efficiency Ribbon; Sea Service Ribbon;

Navy Expeditionary Medal

(Persian Gulf - 1987); Navy Unit

Commendation Medal (Persian Gulf - 1987)

REFERENCES: Available upon request.

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