Customer Service Manager

EMERY A. BRAULT

** ********** ***** ( Springfield, MA 01129 ( 413-***-**** (

********@*****.***

Operations and Manufacturing Manager

"Emery has proven time and time again that he has the ability to GET IT

DONE regardless of the situation or odds against him." Director of

Distribution, Top-Flite Golf Company

Highly ethical and results-oriented professional with an exceptional

ability to resolve complex problems and introduce innovative solutions

through technology and automation. Track record of delivering multi-million

dollar performance and process improvements for the industry leader in the

manufacture of golf balls. Natural ability to rally team spirit amongst

staff to achieve organizational goals combined with a genuine interest in

mentoring teams to excel. Catalyst for change who has helped logistics and

manufacturing operations transition through corporate restructuring

initiatives. Changed entire culture in Custom Ball area to embrace Lean

manufacturing principles.

AREAS OF EXCELLENCE

Budgeting ( Inventory Management ( Lean Manufacturing ( Strategic Planning

Customer Service ( Team Building ( Performance Reporting Metrics

Budget Management ( System Conversions ( Change Management

PROFESSIONAL EXPERIENCE

MILLENNIUM DIE GROUP, Three Rivers, MA 2/2009 - Present

Operations Manager (Plant Manager)

Oversee 2 plants for production, procurement and quality. Developed quality

systems and manufacturing flow for die making production and assembly.

Developed metrics and benchmarks for various functions including

Preventative Maintenance, Planning, Operations, Shipping, and Procurement.

. Created quality system. Used key Lean principles as a basis for entirely

new system.

Resulted in increase of quality measurements of 10% in first 3 months

. Re-engineered entire shop floors to better utilize space and manpower

restraints.

Used lean principles of flow and Kanban to create better synergy between

departments and job functions.

. Developed cost analysis for both facilities including all functional

areas.

Researched actual costs and set benchmarks and goals for each area.

CALLAWAY GOLFBALL COMPANY, Chicopee, MA 1989 - 2009

(Formerly Spalding Sports Worldwide, purchased by Callaway in 2003)

Business Unit Manager Custom Ball/Club Worldwide (2005 - 1/2009)

Oversaw a team of 6 with responsibility for 120 with accountability for

producing custom products for customers worldwide. Developed operational

flow and process under lean manufacturing principles. Measured and

reported metrics concerning on-time production, quality and overall

performance.

EMERY A. BRAULT page 2 of 3

Managed annual budget of $7 Million. Responsible for sales of $40 Million

annually. Performed all functions of the area, including Supply Chain,

Customer Service, Planning and Operations.

. Part of a team that re-engineered the entire manufacturing flow and

process to use Lean principles

Resulted in an increase in on-time performance from 60% to 97% in a 1

year span

. Decreased downtime by 50% of equipment

Developed plan to limit the number of changeovers and maintenance through

better scheduling of personnel and equipment

Distribution/Compliance Manager (2000 - 2005)

Oversaw a team of 6 with indirect reports of 40 with accountability for

shipping and export of products to 7,000 customers worldwide. Conduct short-

term and long-term strategic planning sessions to forecast product sales

and shipping volumes. Manage annual budget of $3 million with an inventory

of $50 million. Measure and monitor performance metrics on shipping,

compliance and resource utilization.

. Personally spearheaded initiatives to improve and maintain overall on-

time shipping average of 98% for multi-million retail customers such as

Wal-Mart, K-mart and recreational facilities.

. Saved $7 million in charge backs over 4 years by revamping obsolete

systems and implementing a streamlined customer compliance program.

Slashed total annual late delivery fees to less than $100,000 - earning

unprecedented respect of external auditors.

. Shaved $2 million off annual freight budget of $6 million by analyzing

carrier rates globally and executing measures to pass through direct

costs to customers. Participated on team to educate customers and

internal staff on concept of "Freight is freight".

. Curbed cycle time on orders by developing interfaces for carriers

including FedEx and UPS.

Operations Manager - Etonic (1996 - 2000)

Managed the logistics, shipping, quality control and general daily

functions of 2 facilities generating $100 million in annual sales of golf

and running shoes. Controlled an inventory of $30 million per year and

supervised 70 staff with 150 union personnel. Assisted with union contract

negotiations.

. Led assimilation of a third party, 250,000 SF warehouse into 2 locations

in Chicopee, Ma and Reno NV - met challenge of daily business continuity

while overseeing moving activities. Trained all new personnel after

acquisition of new brands.

. Pared down package handling time 5X and reduced overall shipping costs

by 30% by conceiving of and implementing batch processes to produce

delivery labels.

. Slashed returned products by 50% by creating an inspection program and

implementing audit processes for a major overseas vendor. These

initiatives later spawned other vendor specific quality-driven programs.

Customer Service Manager - Spalding Sports Worldwide (1994 - 1996)

Guided 30 department representatives in the resolution of issues and

inquiries on 200,000 incoming orders annually on a product base that

generated $600 million in annual revenues. Oriented new hires and created a

training manual. Ensured nationwide coverage by introducing a buddy system

concept that addressed seasonal and geographic differences. Reduced product

returns by $12 million annually, a 75% reduction, by collaborating with

sales department on a comprehensive return policy.

EMERY A. BRAULT page 3 of 3

EDUCATION ( TRAINING ( AFFILIATIONS

WESTERN NEW ENGLAND COLLEGE

Bachelor of Science, major in Management, minors in Marketing and

Accounting, 1987

CAMBRIDGE COLLEGE

Master's of Management, 2007

WALDEN UNIVERSITY

Doctorate of Management, 2012

Six Sigma Green Belt, 2005

Six Sigma Black Belt Training (2008 - Present)

Additional training in Lean Manufacturing/Distribution, Organizational

Development and Stress Management, Lean Manufacturing Certification, Lean

Office Certification

Contact this candidate