CARLOS POTEET

951-***-**** ■ ac1mpk@r.postjobfree.com ■ 22898 Forest Drive ■ Crestline, CA. 92325

Production Planning Manager – Lean Six Sigma Black Belt

Talented and results-driven professional with dedication to continuous process improvement and proven abilities devising methods to increase efficiency and decrease operating costs. Offer extensive experience and diverse work history spanning distribution, logistics, sales, lending, IT, and entrepreneurship. Effective production manager with collaborative approach and strengths in leading change initiatives that drive revenue growth and enhance productivity.

Excellent problem-solving and data analysis skills, impeccable attention to detail, and exceptional process and procedure development capabilities. Constantly search for ways to streamline operations and maximize resources. Top performer and valuable contributor to management teams.

Expertise Includes:

■ Lean Six Sigma Methodology

■ Kaizen & 5S Principles

■ Total Quality Management (TQM)

■ Data-Driven Decision Making

■ Strategic Planning

■ JIT (Just In Time Distribution)

■ Scheduling & Workflow Optimization

■ Report Generation

■ Policy & Procedure Implementation

■ Business Modeling & Forecasting

PROFESSIONAL EXPERIENCE

The Home Depot RDC (Rapid Deployment Center) ■ Redlands, CA 2016

Production Planning Manager

Responsible Planning the Production for 350 Employees, in a 750,000 square foot DC Distribution Center Serving 94 Home Depot Stores from Utah and the western part of the United States. Develop staffing matrix, and identify strategies to shrink cost and strengthen operational efficiencies

Within three months of starting determined that we were losing on average 62 minutes of productivity per associate each day due to long breaks and unnecessary gaps in productivity effectively costing the DC 1.8 million per year. Worked the leadership team to devise a plan of action to eliminate long breaks.

Fresh & Easy Neighborhood Markets Distribution Center ■ Riverside, CA 2011 to 2015

Operations Support Analyst

Identify strategies to shrink costs and strengthen operational efficiencies for a 680,000 square foot DC Distribution Center serving 167 stores in CA, AZ, and NV. Worked for General Manager and Partnered with Operations Managers in a JIT environment on daily basis, planning labor requirements, tracking direct labor productivity for as many as 600 employees and preparing weekly reports on management. Measure key areas of waste such as Scheduling inefficiencies, long breaks and excessive time between zone changes and picks. Trained Managers on Lean and Six Sigma Best Practices.

Within one year of hiring, determined work level one associates were productive 5.5 hours per 8-hour shift and designed reporting system to supply management with visibility into productivity, subsequently cutting annual direct labor costs by 21%+ ($3.6M) and increasing productivity to 6.68 hours per 8-hour shift.

-Generated further reduction in annual direct labor costs over the past 3 years by 27.89% ($4.3M).

Created work standards model pinpointing how much time it should take to accomplish every measurable task performed within DC distribution center, playing critical role in maximizing resources, lowering wasted time, and boosting overall productivity.

-Improved compliance in changing zones for breaks/lunches by 8.13% for Building 100 and 24.14% for Building 200; excess time for lunches has declined 33.2% for Building 100 and 55.04% for Building 200 and excess time during breaks has fallen 39.25% for Building 100 and 52.96% for Building 200.

-Increased efficiency of movement throughout distribution center leading to reduction in excess time between picks of 48.03% for Building 100 and 43.02% for Building 200; additionally, excess time between zones has dropped 56.26% for Building 100 and 27.98% for Building 200.

Determined root cause for unnecessary overtime, recommended adding additional temporary labor agency to handle sudden influxes of resource requirements, and developed tool for Operations Managers to accurately forecast production / direct labor needs, slashing overtime by 97.5% and saving $633K in annual overhead expenses within the last year.

Identified root cause for excessive down time (scheduling inefficiency), adjusted work flow resulting in a direct labor cost reduction of 6.37 cent per pick or 35.29%, saving the DC 3.125 million per year annualized.

Self-Employed ■ Fullerton, CA 2008 to 2010

Researched, analyzed, and traded small-cap stocks on NASDAQ and NY Stock Exchange, averaging daily trade volumes of more than 1M shares and daily price moves of $1+.

Amerisave Mortgage Corporation ■ Atlanta, GA 2008

Area Sales Director

Achieved promotion from Regional Manager to Area Sales Director after 2 months of employment with one of the nation’s leading online home mortgage lenders. Responsible for planning work load, recruiting, mentoring, and the supervision of a team seasoned Loan Officers in charge of marketing Amerisave products and programs.

IndyMac Bank, FSB ■ Irvine, CA 2003 to 2008

B2B Business Development Manager

Enlisted by fourth largest US mortgage lender by volume to assist in company’s expansion into subprime market. Cultivated new business relationships, negotiated volume commitments from large corporate clients, set customer expectations, resolved problems, and promoted IndyMac’s 27 products/programs. Coached retail Loan Officers on effective closing techniques to drive improvement in close-to-submission ratio.

Launched audio chat room to support for clients nationwide, enhancing customer service and boosting revenue by 107% within one year.

Attained ranking in top 5% of producers for 3 consecutive years and maintained 87.5% close-to-submission ratio (far above average ratio of <50%).

Finance America, LLC ■ Irvine, CA 2002 to 2003

Wholesale Account Executive

Hired based on previous background as owner of mortgage company to build new business relationships for purchaser of subprime and sub-alt-A loans which were then sold to Lehman Brothers (parent company). Finalized agreements for volume commitments from major clients, working closely with senior leadership at customer organizations to set expectations and promptly resolve issues. Sold Lehman Brothers’ products and trained retail Loan Officers on closing strategies.

Sprint e-Solutions ■ Seattle, WA 2000 to 2002

Technical Solutions Consultant – Level IV Project Manager

Responsible for planning labor requirements as many as 18 engineers specializing in various disciplines for division providing technical resources/services for Sprint corporate clients. Advised and partnered with C-suite management personnel at client companies to formulate strategies to reduce costs and improve operational efficiencies through technology. Participated in presale activities and presided over projects from inception through completion and post-project deliverables.

Devised detailed plan of action for co-located, bi-coastal server farm for Williams-Sonoma that did not require acquisition of duplicate server farm, avoiding $4.5M in potential expenses.

Orchestrated infrastructure build-out of 100K sq. ft. facility with team of 18 IT engineers to support 4K users for TUT Systems, finishing project on time and within budget.

Created standardized scoping, proposal, and project completion documentation for Sprint corporate clients.

Advanced Break-Fix Automation, Inc ■ CDA, ID

Operations Manager/Owner

As the owner I was responsible for the day to day operations and production including

Planned labor requirements and manage 18 – 35 projects and teams concurrently with a proven record of accomplishment of completing projects on time and on budget, even with competing deadlines and priorities.

For Pyrotech, Inc, I worked with company leadership to craft a plan to restructure their global enterprise network. They had 167 offices in 30 countries across 7 continents; I developed a plan to consolidate their server farm from 167 locations to 3 here in the US, which resulted in a dramatic improvement in real time communication, bandwidth, network performance and an estimated cost saving of 2.3 million per year.

Tri-County Mortgage ■ Costa Mesa, CA

General Manager/Owner

Responsible for the day to day operations planning the production for as many as 78 employees with 5 direct reports. I directed our loan processing and escrow department, loan originations, mortgage banker and underwriter relations, revenue generating abilities

Grew company from the ground to funding between 30 to 40 million per month by the end of our four year in business, at an average loan size of 110K we closed between 200 and 300 loans per month

Increased client retention from 40 to 87% resulting and a 3-fold growth in loan revenues in 4 years.

US Navy Veteran – Aviation Machinist's Mate, E5 (Honorable Discharge); Earned Naval Achievement Medal and Good Conduct Medal as well as Letter of Commendation

PROFESSIONAL CREDENTIALS & ADDITIONAL TRAINING

Lean Six Sigma Black Belt Certification, New Horizons Computer Learning Center (CLC), Anaheim, CA (2011)

Lean Six Sigma Green Belt Certification, Villanova University/SSD Global, Anaheim, CA (2009)

Certified Total Cost of Ownership Expert Workshop – Gartner Group, Seattle, WA

Additional training through World Institute of Scientology Enterprises, Los Angeles, CA:

Ethics for Business Survival, Handling Employee Problems, Taking Corrective Action to Bring About Appropriate Behavior, Organizational Management, Business Structure, Planning for Growth, and Best Practices

Previous certifications through New Horizons CLC, Anaheim, CA:

Microsoft Certified Solutions Expert (MCSE), Microsoft Certified Professional (MCP), Certified Netware Administrator (CNA), and Certified Netware Engineer (CNE)

Computer Skills: Dematic, ID Systems, Citrix, Microsoft Project & Office Suite (Excel, Word, Outlook, PowerPoint)

In lieu of a formal college degree I was successfully self-employed for almost 20 years, owned 3 companies and employed hundreds of people.

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