Project Manager Engineering
Resume:
STEVEN L. CROWTHERS
Fort Wright, KY 41011
Res. Phone 513-***-****
Email Address ******@*****.***
OBJECTIVE:
Seeking a challenging, growth-oriented position where my comprehensive experience as a Leader in Distribution /
Logistics, Operations and Engineering will be utilized to its fullest in a fast paced Team environment.
SUMMARY OF QUALIFICATIONS:
Over 18 years of progressive experience that includes an extensive knowledge, leadership and aptitude in the
following areas of Distribution / Logistics, Operations, Engineering and Project Management. In Addition too:
Strategic Thinking & Planning Multi-site Operations Management…. Profit & Loss Accountability…. Tactical
Leadership in Automated Fast Paced Operations…. Strategic Planning and Work Force Optimization…. Third Party
Vendor Management …. Process Improvement (ISO, TSM, JIT, Kaizen, and Lean Six Sigma) …. Continuous
Improvement Initiatives Leadership Development and Team Building …. CAD Design Engineering …. Flexsim
3.0 Simulation….. Microsoft Project….KPI’s… Multiple Data Systems - WM S…. SAP…. TMS …
PROFESSIONAL HISTORY:
Honeywell Distribution Center – CPG Division – Hebron, KY
Sr. Logistics Project Manager July 2009 – Present
Responsible for the Logistics Projects which consist of Improving overall Operational Effectiveness and Efficiency
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throughout the Distribution Center.
Lead Project Manager on a Critical Business Operating Model Change that consist of Reducing the overall Building
Footprint by 250,000 SqFt to open up Real Estate for New Customer estimated Savings $2.2 Million Annually.
Optimized the WMS Database to Analyze Data for improved Inventory Cost Reductions by placing product into ABC
Classifications to lower overall Inventory Cost by improved Storage Moves and Turns per Year.
Established multiple databases to track and forecast Staffing, Volume Availability, Production Rates, Gap Analysis,
and Inventory/Material levels for Honeywell DC’s.
Coordinated efforts from various departments to develop standards for multiple types of Operational Rates.
Developed multiple facility layouts for improved processing methods.
Implemented Process Improvement Initiatives to ensure timely processing and connectivity for major Customers.
Developed and Organized Project Teams which consist of all levels of Building Design and Facility Maintenance to
improve Operations.
Implemented Continuous Improvement Project Teams to continually evaluate and improve overall facility processes,
quality and efficiencies while reducing operating cost.
DHL US Express International Division - Wilmington, OH
Director of Logistic Operations December 2004 – February 2009
Responsible for all Import and Export Functions for DHL International Air Hub Facility, with a P/L Budget in excess of
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$48.5 Million.
Responsible for the Leadership and Development of the Operations Management Team, which consist of 6 Managers
and 12 Supervisors.
Lead Project Manager on a Critical Business Operating Model Change that consist of Reducing Overhead and
Operational Cost by moving a Major Europe Flight (EMA) from Day Sort Operations into the Night Sort Operations.
Project Saving of $8.2 Million Annually.
Implemented Process Improvement Initiatives with Custom’s to ensure timely processing and connectivity for major
customers within the Key Trade Lanes of Mexico, Canada, Europe and Asia.
Developed and Organized Project Teams which consist of all levels of Building Design and Facility Maintenance.
Implemented Continuous Improvement Project Teams to continually evaluate and improve overall facility processes,
improve overall efficiency and reduce operating cost.
Lancaster Colony Candle-lite - Manufacturing / Logistics Division - Leesburg, OH
Sr. Logistics / Methods Engineering Manager August 1998 – November 2004
Managed 28 Employee’s: 1 Methods Engineer, 2 Industrial Engineers, and 25 Full-time Associates.
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Responsible for Costing Standards, Industrial Engineering Processes and Methods for both Manufacturing and
Distribution.
Responsible for departments Budget and P/L Statements, in excess of $12.5 Million Annually.
Implemented and Facilitated Continuous Improvement Team. Responsible for improving and increasing production
equipment uptime. Implementing and Facilitated a Change-Over Team to address and increase machine capacity.
Team Reduced Machine Downtime by 35% within the first year of implementation.
Implemented and designed a “Measurement and Reporting System” – M.A.R.S, in which automated, streamlined and
centralized all Reporting throughout Distribution, reducing the time for administrational functions and Real Time
Performance Tracking. Annual Savings of $75,000 & Overhead Reduction of 15%.
Designed Engineered Layouts for multiple types of processing methods by which manufacturing used to improve
production efficiencies. Annually Savings $110,000.
Managed and developed multi-associate team to address shipping performance measures. Team accomplished
reduction in shipping variances in access of $200,000.
Orchestrated a complete redesign of a section of warehouse to categorize products into frequency of movement,
which increased productivity and decreased overtime, resulting in labor and overtime savings of $75,000 annually.
Fidelity Investments / Manufacturing & Logistics Division - Covington, KY
Sr. Operations Manager April 1996 - July 1998
Managed 33 Employee’s: 1 Support Supervisor, 2 Team leads, and 30 Full-time Associates.
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Responsible for departments Budget and P/L Statements, in excess of $2.5 Million Annually
Analyzed, diagnosed and recommended process improvements for Fidelity Manufacturing & Distribution Division.
Coordinated and organized weekly Core Team meetings to discuss performance measurement for Fidelity
Manufacturing & Distribution Division.
27 % of Staff was promoted within a 6-month period through career development initiatives.
Perform both Project Manager and Business Analyst requiring a high degree of technical proficiency in areas such as
requirements gathering, structured analysis techniques, and data analysis.
Proactive in leading Fidelity Customer Focus Team’s strategic planning and reporting development initiatives for
process improvements.
Redesigned the Monthly Business Review Document to Streamline & Consolidate National Print & Mail Reporting.
Proctor & Gamble Distribution & Logistics Center- Florence, KY
Distribution / Logistics Manager January 1991 - March 1996
•One of the largest of 5 Regional Distributions Centers for Proctor & Gamble with revenues in excess of $1.2 billion.
Managed personnel, inspections, training, and forecasting labor.
Managed 3 Supervisor’s and 105 full time associates on three shifts.
Accepted high-visibility assignment working with Executive Management Team to launch the company’s Radio
Frequency Warehouse Management System.
Successful in leading the company through critical WMS Start-up, of two other P&G Facilities (RF Team).
Supervised and developed multi-associate team to address shipping performance measures. Team accomplished
reduction in shipping variances in access of $200,000.
Successful in increasing third shifts productivity through strategic planning and reengineering performance
improvements. Resulting in a head reduction of 4 associates or annually savings of $150,000.
EDUCATION:
UNIVERSITY OF CINCINNATI - Cincinnati, Ohio
Concentration Operation Management
CERTIFICATIONS & AFFILIATIONS:
Six Sigma Black Belt Certification – Global Six Sigma USA LP 2004
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Society of Industrial Leaders – Vista Research Inc. 2003
Distribution Method Engineering – Certification Board of Governors, 2002
Engineering Layout & Design – Research and Engineering Council of NAPL, 2000
Methods Engineering Certification – Maynard Research Council International, 1999
Industrial Engineering Certification – Maynard Research Council International, 1999
Developing Access Application Certification – Compass Information Services, 2001
RF Systems & WMS Certification - Exel Logistics / P&G
American Cancer Society Board Member Clinton County
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