Operations Management, Leadership, Human Resources, Supply Chain
Resume:
David Fedorchak
***** * ****** **, *** Berlin WI, 53151
***********@*****.***
** **** **** ********** ****** at Caterpillar, Inc., a “Fortune 50” Company and $70 billion dollar global leader in the Construction, Mining, and Forestry equipment industry.
Skills: Operations Management, Leadership, Human Resources, Supply Chain Management, Logistics, EH&S, Project Management.
Education/Certifications: Bachelor’s Degree in Criminal Justice (3.5 GPA). SPHR (Senior Professional in Human Resources).
Hobbies: Fitness, hiking, biking, cooking.
References: Upon request.
Nov 2014 – current, Berry Plastics, Plant Manager, Flexible Packaging Division, Milwaukee WI.
• Responsible for all aspects of this plastics packaging manufacturer, including customer delivery performance, product quality, logistics and distribution, and profitability. 150 employees. 9 management direct reports. Improved customer delivery performance by 90%, reduced injury rate by 100%.
July 2012 – Sep 2014, Caterpillar Inc, Logistics & Distribution Manager, Integrated Manufacturing and Operations Division, South Milwaukee WI.
• Oversight of 3 warehouses totaling 500,000 sq ft. Receive, store, pick, pack, and ship roughly $500,000,000 (100,000 lines) annually to customers worldwide.
• 13 management and staff direct reports, 80 hourly, and oversight of a 3PL provider.
• Reduced injuries, created and launched a business transformational plan, improved operating efficiencies, reduced errors, improved inventory record accuracy, reduced past due lines by 70% and inventory available to ship by roughly $7 million.
Feb 09 – June 2012, Caterpillar Inc, Logistics Manager, Integrated Logistics Services Division, East Peoria IL.
• Comprehensive logistics and material management service to a high volume, 24/7, 300,000 sq ft machining/assembly facility.
• 10 management and staff direct reports, 60 hourly, and oversight of a 3PL provider.
• 30% cost reduction, improved on-time delivery, 2 years without an OSHA recordable injury, and guided the migration from an outdated material management system to SAP.
May 08 – Jan 09, Caterpillar Inc, Master Black Belt, US Operations Division, Toccoa GA and Franklin NC.
• Project portfolio manager who created and drove business strategy, along with embedding the Caterpillar Production System (CAT’s version of “lean”).
• Key results included a 47% improvement in the CPS maturity score and the oversight of projects (inventory record accuracy, shop scheduling, and manpower planning) that led to nearly $2 million in annual savings.
June 06 – Apr 08, Caterpillar Inc, Human Resources Manager, Building & Construction Products Division, Sanford NC and Clayton NC.
• HR leadership to a division with roughly 500 hourly and 170 staff and management employees.
• 6 management direct reports and 7 staff.
• Recruiting, talent management, compensation and benefits, training & development, policy compliance and creation, EH&S, and medical management.
• Results: 11% divisional improvement in employee engagement, 20% improvement in internal customer satisfaction, the launch of a random drug screening program, and the migration to a more efficient and self-service oriented HR model.
April 05 – May 06, Caterpillar Inc, Operations Superintendent, Building & Construction Products Division, Sanford NC.
• 10 management and staff direct reports, 200 hourly employees.
• Meet all operational targets for the skid steer assembly facility. Develop budget of $13 million and assist with setting facility strategy.
• Development and introduction of the Caterpillar Production System (“lean”), achievement of “Carolina Star” status (granted by NC Dept OSHA), “Chairman’s Award” for Safety (Recordable Injury rate of less than 1 for a full year), 13% improvement in Employee Engagement, and guided this startup venture to independent profitability.
Feb 03 – Mar 05, Caterpillar Inc, Operations General Supervisor, Building & Construction Products Division, Sanford NC.
• Leadership and direction to 9 Operations Supervisors in the skid steer assembly plant. Achieve facility level safety, quality, velocity, and cost targets. Recruit and develop new leaders, establish goals, manage performance, and manage a budget of $9 million.
July 01 – Jan 03, Caterpillar Inc, Operations Supervisor, Building & Construction Products Division, Sanford NC.
• Leadership of 30 hourly employees on the Skid Steer assembly line. Meet performance targets and continuously improve business dimensions such as safety performance, product quality, value stream efficiency, customer delivery performance, and employee engagement.
July 99 – June 01, Caterpillar Inc, Environmental Health & Safety Advanced Associate, Transmission Business Unit, Leland NC.
• Safety training, ergonomics improvements, managing a small waste water treatment area, overseeing the operation of a wash & paint line, and ensuring overall facility EH&S compliance.
• Reduced injuries by 50%, developed a facility EH&S comprehensive annual compliance schedule, wrote procedures for the operation of the water treatment area and paint line. Facility received “Chairman’s Award” for waste stream reduction.
Mar 93 – June 99, Caterpillar Inc, Operations Team Lead, Transmission Business Unit, Leland NC.
• Responsible for attending a daily meeting with leadership to discuss previous day performance and current day targets, conducting a subsequent meeting with my team, and supporting the team’s success by filling in for absenteeism and assisting with problem solving.
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