WILLIAM G. WITHERS

Home: 224-***-****

*** ******** *****, **** *****, IL 60046 Cell:

847-***-****

acdlk5@r.postjobfree.com

SUMMARY OF QUALIFICATIONS

Over 20 years experience leading, mentoring, teaching, coaching, and

training team members, ranging from entry level to senior level, in the art

of leadership, Supply Chain Logistics and Distribution, Lean manufacturing,

Six Sigma, and continuous improvement methodologies. Mature, dedicated

professional capable of delivering results, building high performance

teams, creating a positive work environment, and developing competent,

confident leaders capable of performing at the next level.

EDUCATION

U.S. Military Academy - West Point, NY

. Master of Arts in Leadership Development, 1992

. Bachelor of Science, Applied Sciences and Engineering, 1980

PROFESSIONAL EXPERIENCE

Dean Foods - Franklin Park, IL

2011 - Present

Director of Continuous Improvement

. Identified performance improvement opportunities across the Dean Foods

Supply Chain

. Designed and managed process improvement initiatives, and trained Dean

Foods plant, logistics, and sales leaders and managers in the North

Region.

. Advised senior executives on the nature and progress of network-wide

improvement and change management projects, shared best practices, and

implemented the Dean Management Operating System.

. Used Hoshin Kanri process to set strategic goals for the business

units.

. Led deployment of new operating system designed to instill a

continuous improvement mindset

. Led continuous improvement efforts in operations and supply chain,

saved over $4 million.

Senior Continuous Improvement Manager

. Identified Distribution performance improvement opportunities across

the Dean Foods Direct Store Delivery System.

. Designed and managed process improvement initiatives, and trained

Distribution Management teams nation-wide.

. Advised senior executives on the nature and progress of network-wide

improvement projects.

. Used a process improvement framework to create a map the current state

of distribution team performance, analyze the data, brainstorm

improvements, and develop a plan to implement changes designed to

eliminate waste, speed processes, reduce costs, and increase

efficiencies.

. Used distance learning techniques to train Distribution managers on

the use of process improvement tools, explain project requirements,

expectations, and deliverables.

. Led a total of 27 projects in all 5 regions, resulting in more than $2

million in savings.

Grainger Industrial Supply - Niles, IL

2005 - 2011

Customer Service and Outbound Process Manager

. Led a team of 37 DC Support Specialists, DC Associates, and one

Supervisor in Customer Service, Will Call, Returns, and Inbound

Operations in Graingers largest and most complex Distribution Center.

. Led a Lean Process Improvement Project that increased our UPS off-load

rate from 61 boxes/man-hour to an average of 128 boxes/man-hour

. Used Six Sigma and Lean techniques to improve our team check-in rate

from 18 lines/hour to 34 lines/hour, our put-away rates from 25

lines/hour to 27 lines/hour, and improved our marshalling techniques

to enable us to cut 7 FTE; a savings of over $250,000 annually.

. Drove quality errors from an average of 24 per week down to 11 while

volume increased by 11%

Customer Service Manager

. Learned all aspects of running a Grainger Branch: managed counter,

office, and warehouse teams

. Mastered all Branch Business Excellence audit points and have led

audits

. Compiled daily and monthly Branch Performance Worksheet reports

. Managed Branch expenses through the use of Corporate Purchase Card and

have reviewed payroll

. Participated in the hiring process; conducted annual inventory.

Performance Improvement Manager

. Identified, managed, and led improvement opportunities based on

organizational measures and corporate goals.

. Focused on achievement of results and successful implementation of

change across the Customer Services network through the management of

a Portfolio of Projects.

. Led a cross-function team of 20 people from 16 departments

. through the Define, Measure, and Analyze phase of a Six Sigma Black

Belt Project designed to increase the level of quality of data from

3.01 to 3.34 Sigma and achieve more than $176,000 in annualized

savings.

. Analyzed the Branch Services Portfolio of projects and identified 10

Green Belt Projects.

. Selected Green Belt candidates, Project Champions, and wrote Project

Charters for all projects.

Consolidated Container Company - West Chicago, IL

2003 - 2005

Quality Assurance Manager

. Led a team of Quality Control Inspectors and Lab Technicians in the

application and maintenance of established quality control and

inspection procedures to insure continuous production

. Meet company quality standards, keep products safe, and satisfy

customer requirements for their plastic bottle needs.

. Over a one year period, reduced the number of customer complaints from

92 to 14.

. Led process improvement teams to identify the root causes of customer

complaints, implement improvements, and develop plans to ensure

processes remained in control.

. Provided quality leadership to 4 new product development teams that

resulted in all products meeting or exceeding customer needs,

specifications, and expectations.

The Human Resource Store - Chicago, IL

2002 - 2003

Training Manager/Consultant

. Led a team of trainers to conduct needs assessments, develop programs,

and deliver high quality out-sourced human resources services and

training to retainer and project clients of the Store.

. Partnered with the Chicagoland Chamber of Commerce to provide dynamic,

innovative, and useful training workshops to large groups that focused

on member concerns and added value to their companies.

. Developed a turnkey cluster of projects for a small software testing

company that will enable them to market their product to companies who

use the Six Sigma methodology.

GE Financial Assurance - Schaumburg, IL

2000 - 2002

Continuous Improvement / Six Sigma Master Black Belt

. Served as Six Sigma consultant to provide executive leadership to the

Senior Vice-Presidents of Human Resources, Legal, and Compliance on

quality initiatives using the Six Sigma methodology.

. Responsible for teaching, coaching, mentoring, and leading associates

in business process reengineering and problem-solving principles.

. Defined, measured, analyzed, improved, and controlled business

processes to improve productivity and take out cost.

. Contributed to the integration of the enabling functions of three GE

Financial Assurance businesses designed to take out over $10 million

in the Human Resources, Legal, and Sourcing Departments.

. Taught, coached, led, and managed over 30 associates through Six Sigma

projects and kaizen workshops that yielded more than $2.3 million in

productivity and cost savings.

. Managed a cross-functional team to automate back office functions by

implementing an enterprise-wide document management and workflow

system designed to save $2.1 million in operating costs.

. Used Six Sigma methodology and facilitation skills to develop a Crisis

Management Plan that guarantees business continuity in the event of

any emergency, large or small.

United States Army - Various U.S. and overseas locations

1980 - 2000

Officer

. Achieved top-notch ratings in positions of increased responsibility in

multiple Army command and staff assignments that honed strategic

planning, leadership, teaching, coaching, and mentoring skills.

. Positions included:

o Executive Officer of the Army's largest combined arms battalion

o Teacher, coach, and mentor to Cadets at the U.S. Military

Academy at West Point

o Fellow, Dwight David Eisenhower Fellowship for Leader

Development

o Company Commander of two deployed companies in Europe

o Platoon Leader, Company Executive Officer, and Maintenance

Officer of a Cavalry Squadron

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