David Prato
*** ***** **** *****, ******, GA **019
678-***-****; cell 908-***-****
WORK EXPERIENCE:
Bed Bath & Beyond, 2005 – present
Director of Ecommerce services, 2012 - present
Pendergrass, Georgia
Start up and continual managing the overall efficient functioning of a 986,000 sq. ft. facility. Facility
operate with an average staffing of 950 employees. Inventory is manage through the WM PKMS
Manhattan software. Inventory proliferation is of 64,145 SKU’s of conveyable and none-conveyable
items. Responsibility for leading a team of salaried colleagues. Responsible including Receiving,
Warehouse Operations, Inventory accuracy, Picking, Packaging, customer returns, and shipping of orders
through small package carriers. Responsible for developing short term plans and collaborating with team
members to develop strategies to enhance facility performance and support metrics, such as, staff level by
department, meeting financial plan, managing day to day operations, monitoring process improvement
projects, Outgoing quality levels, managing safety programs, using available reports to monitor
department’s daily and weekly progress and opportunities and minimizing customer service issues. Also,
developing long term strategies to build team work, update succession plans and improve employee
relation programs to provide a healthy and safe work environment. Some accomplishments included
setting a shipping record of 34,245 orders on its third year of operation, customer issues running at .7%
through effective managing of statistical quality programs, facility through put time has being improving
each year at a rate of 1.2%, customer order turn time improved from 48 hours to 22.1 hours in the past
year.
Director of Ecommerce Eservices, 2005 - 2012
Las Vegas, Nevada
Start up and continual managing of a 296,000 sq. ft. facility. Facility operate with an average staff of 350
team members. Inventory proliferation reached a peak of 28,198 SKU’s. Responsible for overall facility
operations from Receiving, Warehousing, Picking, packaging and shipping orders to web customers.
Additional responsibilities, for managing financial budgets, safety metrics, productivity, monitoring
outgoing quality levels, maintaining and improving customer service, and continual improvement
processes. Implement many employee relations programs to provide a healthy and safe work
environment. Implemented a formalize training program for our packaging area and implemented a
statistical Outgoing Quality Control program to monitor packaging quality. Implemented a rotation
program for perishable products which on the first year yielded a $129,432 coast avoidance, implemented
a pick process using reserve levels with no system changes to overcome a high SKU proliferation,
Facility set up production records for two consecutive years; incurred the lowest Frequency Accident Rate
for all Distribution Centers in the chain from 2009 through 2011, 14.7% reduction in customer issue in
2006 through managing statistical quality process and in 2007 reaching the lowest level of call tags for
Ecom business.
Hanes Brands, Inc., 1992 -2004
Director of Manufacturing and Operations, 2001 – 2004
Responsible for directing 3 Manufacturing plants and a Distribution Center with a total staffing of 4500
employees. Also, for setting up manufacturing contractors to meet peak periods. Responsible for budgets
preparation, production planning and adherence, cost reduction initiatives, manufacturing and distribution
Outgoing Quality Levels, meeting monthly budget sales and analyze financial variances. Started a
Distribution Center to process high labor value pack programs for the 3 largest U.S. retailers. Some
accomplishments, reinforcing Toyota Manufacturing principles in the Allende facility that lead to a 21%
reduction work in process that allowed adding 180 more direct jobs in this facility, reduced turnover from
41% to 31% over my tenure, manufacturing efficiencies improved from 71% to 81% which allow to drive
drove operating cost from $7.21 per hour to 6.27 over my tenure while adding manufacturing flexibility
to all plants. Pattern with Corporate Quality Department to align product defect criteria which lead to an
overall improvement in defects from our plants. Implemented annual cost avoidance projects and
recycling boxes between plants and DC lead to $479,239 annual cost avoidance. Implemented garment
washing process. Achieved over 1,000,000 consecutive work hours without incurring a recordable.
Distribution Center achieved a 100% fill rate for 4 consecutive years consistently meeting sales plans.
Champion Products, Inc.
General Manager, 1992 – 2001
Responsible for the start-up and building Manufacturing and Distribution capabilities in Mexico for the
Champion Products brand to support annual sales of $40M for Collegial and Licensed business channels.
Facility grew to 1100 associates. Responsible for budget preparation, production planning and adherence,
cost reduction initiatives, Outgoing Quality Levels to customers, meeting monthly budget sales and
analyze financial variances, employee relations, transportation in Mexico, Customs compliance,
Carter’s, Inc., 1988 - 1992
Plant Manager, Raymondville, Texas
Responsible for Plant Operation. Facility operate with 435 employees manufacturing children wear
products. Responsibility include annual budget preparation, monthly financial variance explanations,
production adherence to plan, safety and training programs. Implemented Toyota Production System
principles leading to a 9% reduction in labor and reducing work in process by 3 days. Plant annual
turnover rate improved from 29% to 19%, plant efficiency improved from 77% to 91% and workers
compensation cost was reduced from $104k to $14k during my tenure.
Industrial Engineer, Harlingen, Texas
Responsible for developing production standards. Participated as a Lead Project Engineer in full
implementation of Toyota Production System. Facility operate with 600 associates. Re-engineering
production standards and developed processes to support lean manufacturing principles. Facility work in
process was reduced from 2.3 weeks to 2.1 days. Labor standard were reduced by 14.1%. Facility
Outgoing Quality Level improved from 4.4% to 1.8%. Plant efficiency increase from 88% to 92% while
employee skills increased from 1.2 jobs to 4.2.
EDUCATION:
University of Central Florida, Orlando, Florida
B.S. in Industrial Engineering
Florida International University, Miami, Florida
B.S. Industrial Technology
Certified in GSD and Kurt Salomon Engineering Labor Standard systems
Certified in Toyota Production System and other lean manufacturing principles by Kurt Salome
Associates
Certified in conflict resolution