Manager Customer Service
Resume:
CHAD TODD
**** ***** *** **** **********, UT ****5
801-***-**** [c] 801-***-**** [h] *********@*****.***
MANUFACTURING MANAGER
Superior Leadership Dynamic Teamwork Innovative Solutions
Seasoned manufacturing entity leader with over ten years experience revolutionizing operations systems,
resulting in cumulative profits of well over $1M. Intuitive and analytical problem solver, producing results
consistently within budgetary and time constraints. Agile planner with a strategic approach to fiscal
accountability. Polished communicator and motivator, inspiring proactive employee contribution and cultivating
a culture of achievement. Demonstrated success implementing safety programs, while aggressively pursuing
bottom-line results. Fearless in asking, and answering, the tough questions leading to true innovation and
enduring change.
Areas of expertise include...
Statistical Problem Solving (6 Sigma) Lean Manufacturing/Warehousing and Waste Reduction
Budget Planning/Execution and Cost Control 5S and Safety Systems Deployment
Team Building and Performance Management Production Control and Warehouse Management Systems
PROFESSIONAL EXPERIENCE
CUMMINS FILTRATION Salt Lake City, Utah March 2007 to January 2009
Distribution Center Manager - Western Distribution Center
Guided and directed all operations of 118k sq. ft. distribution center shipping $25-30M of Cummins Diesel
Engine filtration products annually. Nurtured partnerships with Corporate Finance and suppliers to establish
and regulate annual operational budget exceeding $3M. Constructed and implemented strategies for labor
planning, inventory control, and quality systems to exceed required service levels to our customers. Ensured
strict adherence to safety and quality standards.
Selected contributions...
Instilled safety culture through employee involvement in improving working conditions, driving OSHA
recordable rate from over 20 to less than 5 within 1 year.
Coordinated efforts among Inventory Planning, Transportation, and Distribution Center Operations to
reduce inventory by 30% in 2 years, a savings in product cost and holding costs of more than $500k.
Reduced overtime from 25-30% to <10% with 15% increase in volume shipped.
Increased shipping accuracy from <96% to 98% by standardizing and redesigning dock processes.
Reduced labor spend by 15% through establishment of daily work flow planning procedure.
Upgraded training program in conjunction with 5S and Area Improvement Teams to build sense of
ownership among all employees, improving retention rates by 40%.
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Chad Todd Page 2
WESTINGHOUSE NUCLEAR FUELS Ogden, Utah August 2005 to February 2007
Product Line Manager - Round Products
Collaborated with Plant Management and Engineering for budget and capacity planning, tooling forecasting,
equipment upgrades, and productivity targets for zirconium metal fabrication department. Planned and
executed department production strategy within annual budget of $12M. Directed staff of 5 exempt
supervisors, technical writer, process engineer and tooling engineer, with 60 non-exempt employees over 4
shifts of 24/7 operation.
Selected contributions...
Implemented safety audit program, cutting recordable incidents for the department in half.
Managed the department from over-budget to $100k favorable to annual operating plan (AOP).
Coordinated work among Engineering, Continuous Improvement, and Operations to reduce production
backlog from 3 weeks to 1 week and raise finished-product quality rates from 75% to greater than 90%.
Maintained productivity rates and advanced safety through TPM and 5S events in department while
upstream process underwent process change that resulted in temporarily decreased volume.
Established kanban system to control tooling in critical processes, reducing tooling costs by $24k YOY.
Supported 6 Sigma projects by fully implementing controls and establishing criteria for overcheck that
controls were being maintained.
AMAZON.COM Fernley, Nevada March 2002 to July 2005
Shift Operations Manager, Inbound [March 2005 - July 2007]
Steered all warehouse operations in a 800k sq.ft. retail distribution center, processing inbound and outbound
volume exceeding 50,000 units per shift. Directed the activities and development of 5 exempt Area Managers as
direct reports, with over 100 non-exempt associates. Fulfilled dual role as the Shift Operations Manager and
nightshift Inbound Operations Manager.
Selected contributions...
Rolled out Inbound Safety Suggestion program, eliminating more than 50 identified hazards that
resulted in zero recordable incidents in an 8 month period of time.
Facilitated Six Sigma Black Belt project addressing warehouse damages with $100k annual savings.
Directed the “Harry Potter 5” night shift release team to facility-best productivity and damage rates.
Operations Manager, Inventory Control/Quality Assurance/Customer Service [August 2004 - February 2005]
Oversaw all aspects of Quality Assurance, Customer Service, and Inventory Control for retail distribution center
with over $25M in inventory and 2 million SKUs. Supervised two Area Managers and 30 hourly associates.
Selected contributions...
Improved inventory accuracy to over 98% from <96% though directed count process.
Rolled out new product damage standards, improving internal damage rates by 20%.
Refined cycle count process, reducing labor hours by half while maintaining count integrity.
Developed standards for control of large-scale book release inventory with "one location" storage,
reducing storage area by 25% while virtually eliminating count discrepancies.
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Chad Todd Page 3
Area Manager, Picking [March 2002 - July 2004]
Supervised the daily activities of 30-100+ employees in internet retail distribution center, ensuring prompt,
accurate fulfillment exceeding 30,000 units per shift and well over 100,000 units per shift at holiday peak.
Exercised expertise and tight control of the Warehouse Management System as building Work-flow Manager to
institute standard processes used on all shifts.
Selected contributions...
Supervised a seasonal staff of over 100 employees to facility-best productivity and accuracy for 2 holiday
seasons in a row, with volume exceeding 100,000 units per shift.
Originated and deployed “Team Leader” program, for training of seasonal staff based on Situational
Leadership that cut the time to train seasonal workforce in half.
Piloted and refined new picking and flow software before world-wide roll out.
VIKING INDUSTRIES (PELLA WINDOWS) Portland, Oregon December 2000 to March 2002
Department Manager
Guided production of over 2000 units per shift in vinyl window manufacturing, with 35 direct reports.
Responsible for all personnel issues, including hiring, retention, employee development, and disciplinary actions.
Selected contributions...
Led Kaizen events to drive on-time delivery and product quality from 80% to greater than 95%.
Directed redesign of primary manufacturing line, reducing headcount by 3 and WIP from 28 units to 12
units through use of one-piece flow and kanban.
Maximized metrics-based quarterly department bonus, the only department to do so for 3 consecutive
quarters.
JD SERVICES, INC. Salt Lake City, Utah January 2000 to October 2000
Supervisor, Shipping and Warehouse
Supervised four hourly employees in shipping and warehousing function of large-scale telephone card printing
company. Managed finished goods inventory of $1MM, and over $250k of raw materials inventory. Designed
kanban system, reducing raw materials inventory by $10k on hand. Guided roll-out of pre-paid cellular product-
line, minimizing inventory on-hand while ensuring over 98% order fill-rates.
EDUCATION AND PROFESSIONAL DEVELOPMENT
Bachelor of Arts, Logistics and Operations Management
Bachelor of Arts, German with Commercial Emphasis
Weber State University - Ogden Utah
Cummins Certified Lean Practitioner Cummins Six Sigma Green Belt
amazon.com Six Sigma Black Belt Aubrey Daniels Performance Management
INPO Human Performance Situational Leadership Conflict Resolution
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