Manager Supply Chain

JOHN J. ZENESKI

**** ********** ****, ***********, ** 18707

Home: 480-***-****

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

SUMMARY

Proven Operations Leader with P&L ownership experience, vision and the ability to implement a strategy. Successful in

every role by demonstrating true leadership based on core values. A leader who is passionate about Six Sigma and Lean

manufacturing disciplines to the end of hundreds of Kaizen events that have improved safety, efficiency, reduced costs and

increase profitability. 15 years in various Plant/General Management roles including multi-site responsibilities at a Director

level. While at Honeywell Aerospace I was recognized as an annual top 1% performer five separate times.

SKILLS

Certified Six Sigma Black Belt Strategic & Organizational Development

Certified LEAN Expert Metrics Design & Goal Deployment

EXPERIENCE

AMAZON FULFILLMENT

Hazleton, PA

Senior Operations Manager 08/2013 to 01/2018

Responsible for strategic direction, budget, continuous improvement efforts and performance management for

operations at the site: 11 Operations Managers, 27 Area Managers, with an associate base of 2500.

Operations, safety, and financial goals were exceeded every year.

Mentored and developed teammates for career progression.

Chartered and championed continuous improvement projects.

Six Sigma/LEAN projects combined for $9.1MM in savings.

Developed several new network tools that improved product flow.

HAMILTON SUNDSTRAND - A UNITED TECHNOLOGIES COMPANY

Phoenix, Az.

Director of Global Strategy - Aerospace Electronics division 12/2010 to 01/2012

Set and implemented the Integrated Supply Chain (ISC) strategy for the five sites in the electronics division.

Improved service to over 30 defense/space and commercial customers.

Managed transition project: Outsourcing 65M in Cost of Sales (COS) to Malaysia.

HONEYWELL INTERNATIONAL, AEROSPACE

Multiple Locations

Director of Operations - Deer Valley Site, Phoenix AZ 05/2006 to 12/2010

Avionics manufacturing, 1.2M SqFt facility, $1.1B Revenue, 2500 associates, $140M Op budget.

Developed and implemented new strategy which increased free cash flow over 10% per year.

Re-tooled factory for new product lines and transitioned "sunset" phase products to our facilities in Singapore and

Indonesia.

Championed Six Sigma & LEAN continuous improvement projects throughout the site to improve efficiency and

reduce waste.

Fastest of 18 aerospace sites to full implementation of the new Honeywell Operating System (HOS).

Implemented new cascading standard work sheets and an audit mechanism for all levels of the organization.

Managed customer relations for Boeing and Airbus.

Director of Operations - Olathe Site, Kansas 06/2001 to 05/2006

Avionics manufacturing, 800,000 SqFt facility, $400M Revenue, 1300 associates, $90M Op Budget. Responsible for

P&L at the facility for 3 years.

Olathe Operations spanned four locations: Olathe KS, Airport STC hangar, wire harness fabrication shop in Lenexa

KS, and our Singapore Facility with 125 associates.

Implemented Strategic plan which included the construction of a manufacturing facility in Indonesia

The Indonesia plant was completed in 2005 and served as a low cost solution for several Honeywell product lines.

Reduced inventory 114M to 48M over three years, improved customer on time delivery to over 97%, improved

customer quality levels over 90% using Six Sigma tools, implemented LEAN flow for 85% of manufacturing

operation, and implemented 5S and visual management throughout the factory.

Designed a new management system for our 125 employee site in Singapore.

Decertified the CWA union which had been in place for 30 years.

The business had lost $2.4MM in 2001, and by 2004 our bottom line profit was $24.2MM.

Plant Manager - Lawrence Site, Kansas 07/1998 to 06/2001

120,000 SqFt facility, 100MM Revenue, 220 employees, $25M Operating Budget.

Improved on time delivery from 84% to 100% through Lean flow projects and a new finished goods strategy.

Improved cost performance by 40% through cycle time reduction projects.

Led a facility rationalization project which led to the decision to shut down and sell the Lawrence facility, and

transition operations into the new Olathe facility.

Transitioned Lawrence operations into the Olathe facility over 18 Months, never missing a customer order.

Materials Team Manager - Olathe Site, Kansas 12/1994 to 07/1998

Customer Portfolio Responsibility - Cessna was our largest customer ($35M in annual sales) and was threatening to

take us off aircraft due to poor performance in on time delivery. On time delivery was 78%.

Chartered a cross functional team of Planning, Sourcing, manufacturing and Logistics resources to improve on time

delivery to Cessna.

Utilized Six Sigma tools to address failure modes in delivery, and implemented a new finished goods strategy to

compensate for poor forecast accuracy.

Improved on time delivery to Cessna to 98%.

Supervised 100 cross-functional personnel.

EDUCATION AND TRAINING

MBA: SUPPLY CHAIN MANAGEMENT 1999

Baker University, Baldwin City, KS, USA

Supply Chain Management

BACHELOR OF SCIENCE: OPERATIONS MANAGEMENT 1991

University of Arizona, Tucson, AZ, USA

MIS & Operations Management, Dual Major

CERTIFICATION: SIX SIGMA BLACK BELT 2003

Allied Signal, Olathe, Kansas, USA

CERTIFICATION: LEAN EXPERT 2005

Allied Signal Aerospace, Olathe, Kansas, USA

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