Customer Service Manager
Resume:
JENNIFER J. KUSMIEREK
**** *** **** ***** ** Warren, OH 444**-***-***-
**** ********@***.***
Production Manager
Lean / Production / Cost Control / Inventory Management / Quality
Improvement / Training
Process Development / Team Leadership / Preventive Maintenance / Safety /
Troubleshooting
I consistently found ways to drive productivity increases in one of the
most competitive production environments in the world. By improving
processes and work procedures, I enable teams to perform better with fewer
resources and at lower overall cost. I am a strong and effective organizer.
o Driving maximum available productivity
o Enabling individuals to boost performance through stronger team
participation
o Training for continuous work performance improvement
o Replacing uncoordinated work with cooperation
o Getting more done with less
I have a BS in Business Administration and Management from Youngstown
State University. In addition, I hold certification in medical office
management, giving me a strong multi-disciplinary background in an
environment with little tolerance for errors. My trademark skill is in
finding new ways to motivate teams to benchmark success.
U.S. Army Reserves - Jan 1988 to Jan 1996, Sgt Responsible for the
training of the soldiers under me as well as their development as NCO.
SELECTED ACCOMPLISHMENTS
Work Group Manager - American Standard, 2012 to present, Managed day to
day production ensuring safety, quality, productivity, cost, and schedules
are met. Ensure best practices are being followed. Responsible for
timekeeping, discipline and labor hiring and termination of manpower.
Crew Leader - Core Systems, LLC - 2012 - 2012 Responsible for the output
and shipping of the proper numbers every night. Leading safety, quality,
and implementing standardize work and continuous improvement. Responsible
for communications to customers on shortages of parts shipped for
resolution of issues this may create. Timekeeping, discipline and labor
are part of my responsibility.
Production Supervisor - Kennametal, 2011 to 2012, managed day to day
production lines ensuring proper placement of manpower to efficiently
achieve daily production goals. Daily safety tours to ensure safe working
environment. Ensure best practices and standardize work is being
performed. Responsible for performing appraisals, promotions and
terminations, and the upkeep of all employee records.
Finishing Team Manager - Avery Dennison, 2009 to 2011. Serve as Crew Leader
for 3rd shift with responsibility for four departments. Lead safety,
quality, service, productivity and cost reduction initiatives. Set
schedules, and control load factors and flow of work. Maximize use of
available capacity, labor and equipment.
Train and develop staff. Conduct performance appraisals, promotions and
terminations. Maintain timekeeping, overtime, and vacation records. Ensure
best practices and standard operating procedures.
Production Supervisor - General Motors, 1995 to 2009. Managed day-to-day
production line operations. Supervised teams of up to 75. Responsible for
frontline implementation of GM's Global Manufacturing System and SPQRC
program (Safety, People, Quality, Responsiveness and Cost).
Organizing multidiscipline team solutions to production problems. Direct
run rates were falling short of plan goals, mainly because of quality
issues with parts from supplier and other GM departments. Coordinated
analysis and problem solving with several departments. Initiated changes
to parts specifications. Enabled company to experience same number of
problems per week they had previously encountered per hour.
Initiating performance training that eliminated costly quality failures
and rework. Bent pins in wiring harness assemblies being received caused
lost time and productivity as team had to divert attention from
production to fixing problems. Led work with supervisors from department
sourcing the defective units.
Restructuring production scheduling to maximize productivity. Production
downtime had begun to exceed goal. Some line assembly workers were unable
to place components in vehicles under assembly on time because of other
work being prioritized first. Redesigned work area to increase
efficiency. Cut downtime, enabling line to boost productivity and
throughput of vehicles being produced by 10%.
Reducing workforce required to maintain high output. Continuing pressure
to elevate productivity had resulted in aggressive new work force
reduction goals. Restructured processes for accessing parts for
installation on moving line and made line assembly jobs more efficient.
Eliminated five jobs through continuous improvement, well beyond the
requirement that the line be shrunk by two jobs.
Enabling production unit to achieve challenging goals. GM had mandated
that run rates top 95.3%. The plant had been unable to reach this
objective and was running at 90.1% despite working on various issues for
the better part of a year. Integrated the efforts of three departments to
identify and correct the causes of defects coming from their departments
to the final line for repair. Reached goals set for plant.
Medical Waste Coordinator - Waste Management Inc, 1992 to 1995. Organized
transportation and incineration of medical waste. Maintained detailed
records and ensured strict adherence to ODOT and OSHA regulatory
guidelines. Responsible for customer service and billing. Led team of
three.
Earlier: Regional Swing Manager, Covelli Enterprises. Responsible for shift
staffing, quality, cleanliness and customer service. Led teams of up to 15.
Training:
Continues Improvement process workshops,
Leading teams as well as coaching and mentoring teams and leaders.
Lean Manufacturing
Toyota Manufacturing systems
GMS
Several Leadership classes:
Principles and Qualities of Genuine leadership, Bridging strategy to
outcomes, Planning for performance discussions, Clarifying performance
expectations, Providing constructive feedback, Correcting performance
problems, Developing other, Giving Recognitions.
Contact this candidate