Robert M. Vicchiarelli
Olathe, KS 66062
Experienced in the fields of Operations Management, Profit and Loss Management and Customer Relationship Management. Extensive experience in business strategy, project management, process improvement, product development and Six Sigma implementation. Recognized for overall demonstrations of leadership, vision, for the ability to impact positive culture change and for engaging and leading cross-functional operations teams.
Perfect Output LLC, (dba) LaserEquipment, Kansas City, Missouri 2015-Present Chief Operating Officer
Direct and lead the organization in the manufacturing, sales and distribution of re-manufactured toner products. Provide leadership and vision for sustained future growth and product lines. Responsible for the overall P&L, safety, quality and operations performance.
Led the organization in a complete business transformation including a new safety program, new leadership organization/development, and introduction and implementation of a Six Sigma manufacturing road map and site services manual. Resulted in significant improvements including a ten percent increase in profitability in year one and an overall defect rate of less than one percent.
Safety improvements resulted in 67% reduction in year one, and 25% in year two. Now current with all OSHA, DOT, EPA and Haz-mat regulations.
Launched a visual production scheduling and management tool executed to ensure all functions understand and comply with organization cadence/requirements.
Re-organized supply chain team to single point accountability and implemented new inventory rules and levels resulting in $3M reduction in raw inventory.
Spearheaded the formation of a company wide “think tank” to focus on the collaboration with the product development team and remove obstacles allowing the introduction of “first to market” offerings and services.
Perfect Output LLC, Overland Park, Kansas 2014-2015
Director, Mail Services
Orchestrated the delivery of contracted mail services to multiple customers per detailed service level agreements. Direct customer contact and liaison between the management company and the customer(s). Ensured the performance of service compared to established “Key Performance Indicators” while also being accountable for the P&L, safety and quality of the operations.
Reinvigorated the service delivery teams by implementation of creative work schedules allowing employee flexibility, that focused on “peak hour” workloads and allowed pro-active scheduling resulting in the reduction of wages by $375K in year one.
Launched a Six Sigma quality program at the site level that encompassed Site Services Manuals that directly related to the improvements of the customer focused “KPI’s” for Inbound package delivery time by one hour and fifteen minutes, and for Signature capture for packages by 18% in the first nine months of implementation.
Reduced employee turnover by 21% in the first year and increased the YOY total margin for the division by 10% in year one as well.
Robert M. Vicchiarelli https://www.linkedin.com/in/robert-vicchiarelli-7040627 Page 2
Pitney Bowes Management Services, Overland Park, KS 1996-2014
National Operations Manager
Responsible for a $10M book of business that was comprised of large national accounts and several smaller local accounts. Each account had documented services to be provided by varying service level agreements and key performance indicators. Responsibilities included the P&L management for each account as well as the quality, safety and delivery of services.
Directed, led, coached and mentored a staff of 150 employees located in 21 states across the United States with four direct line exempt managers.
Organic Growth was an internal requirement of the position, and in FY 2008, I was successful in growing the book of business by $2M in additional lines of revenue and services.
Increased profit margins to 21% overall by creative scheduling, using part-time labor and job sharing several duplicated tasks at each account.
Implemented the Pitney Bowes “Total Quality Management” program at each site to include documented procedures and standard operating practices.
Launched a mail productivity measures program to ensure speed, accuracy and volume were constantly improving. This program was adopted by the company and is a standard measure used in all mail locations.
Transitioned our largest mail services customer from 62 separate building locations to one centralized campus environment resulting in mail related cost savings in excess of $3M in a two-year period.
Kent State University, Kent, Ohio
Commercial Pilot-Airplane Rating
Private Pilot- Airplane Rating
Instrument Pilot – Airplane Rating
Karrass Negotiation – course completion and certificate
Karrass Senior Management – course completion and certificate - Chicago, IL
United States Postal Service, Overland park, KS
Six Sigma – Green belt
Lean Quality Training – Certificate