Daniel Lund

M.B.A, Six Sigma Black Belt Phone: 801-***-****

Salt Lake City, UT 84128 acv5h5@r.postjobfree.com

Professional Summary

Versatile and forward-thinking leader with over 13 years of progressive leadership experience in operations management, project management, and employee relations. Demonstrated success of leading high-performing teams, enhancing performance in struggling areas, and building business units from the ground up. Extensive background operationalizing goals, designing effective processes, and managing change.

Extremely passionate about mentoring leaders and team building. Focused on developing people to take initiative, demonstrate ownership, and deliver results. Skilled at ensuring employees are motivated, empowered, and engaged.

Innovative and visionary with unique combination of analytical and people skills. Skilled at designing and implementing effective plans, communication methods, and reporting tools. Successful experience working cross-functionally to manage projects. Known for leading prideful teams that are empowered and driven.

Work History

Western Governors University, 2014- Present

Adjunct Faculty/ Evaluator (Part-Time) 2014- Present

Provide timely evaluation and actionable feedback for students in the MBA program for the School of Business. Courses: Data Driven Decision Making, Change Management, and Quantitative Analysis.

Fastenal Company, 2000- Present

General Operations Manager 2012- Present

Senior onsite leader responsible for all areas of management at startup Kitting/Packaging Facility, including: Operations, Human Resources, strategy, Production, Quality Control, Project Management, Process & Systems Development, Data Analysis, Employee Development, etc. 4 direct reports, 60+ people. $1.3 million annual budget.

Launched the brand new Kitting Facility/ Packaging Business Unit from the ground up. Led facility from 0 to over 630,000 custom packages produced per month. Exceeded Quality and Production expectations.

Constructed a team of over 60 people. Designed effective organizational structure, optimal workspace/stations, and programs for employee feedback and appreciation. Identified key metrics and created reporting for new area of business.

Worked cross-functionally with Supply Chain, Sales, Suppliers, and Clients to analyze customer needs and identify stocking levels of over $1 million in inventory and hundreds of SKUs. Also worked closely with IT to develop an effective weekly inventory analysis/report.

Developed processes, job procedures, data analysis, reporting, and inspection plan that were adopted by other facilities in the company.

Exceeded customer and company expectations by maintaining error rate of less than 2,000 per million inspected.

Designed and implemented audit procedures to verify training records, control compliance, and increase employee awareness of ISO at 2 facilities.

Operations Manager 2008-2012

Responsible for Operations Management, Process Improvement, Human Resources, Quality Control, Customer Service, and Leadership Development at a distribution center that serviced 95 retail stores. 8 direct reports, 70+ employees. $1.6 million annual budget. Took the opportunity to create the above kitting business unit from the ground up.

Led top tier (out of 14) performing Distribution Team in the company 2009-2012. Ranking based on order accuracy, customer satisfaction, expense control, inventory accuracy, safety rate, and employee retention.

Led a project that improved team’s accuracy from 1,210 errors per million (worst in company) to 440 e.p.m.(best) in less than a year by analyzing data, improving processes, enhancing communication/reporting, and creating a culture of empowerment. 277 and 178 the next two years.

Led a project that reduced facility’s annual turnover by 61%. Analyzed turnover patterns. Implemented new hiring process, training program, employee feedback channels, reporting, and recognition/rewards programs.

Led a project that improved inventory accuracy from 94% to 98% by helping team understand the importance of accurate inventory. Enhanced reporting and communication, which Increased accountability and empowerment.

Reduced write-off expense by over 60% in 3 months by leading a Six Sigma project that analyzed root causes of expense, redesigned receiving process, and improved tracking. Annual savings of over $168,000.

Regional Marketing Manager/ Sales Operations Manager 2007-2008

Responsible for Project Management, analysis/reporting, and Sales Operations for 136 retail locations. All in support of over $127 million in annual sales. Supported 16 district managers, reported directly to Regional Vice President.

Directed business unit’s participation in annual sales contest and improved region’s rank from 14th (last) to 2nd place through raising awareness of the region’s goals, providing customer leads electronically, enhanced reporting, improving employee participation, and communicating best practices.

Designed and maintained several reports to support remote sales staff in 16 districts. Such reports as Top 10 Customers, Low Margin Invoices, Zero Purchase Customers, New Market Analysis, Customer Leads, and Pricing Participation. All in support of 10% annual sales growth.

Worked cross-functionally with IT & suppliers to deliver a Product Group Analysis that enhanced awareness of products and margin opportunities. Then created promotional schedule for following 16 months.

Managed program to increase customers buying online. Improved reporting, customer leads, increased awareness of best practice, and enhanced focus. Active customers buying online grew over 70%.

Assistant Operations Manager/Human Resources Manager 2004-2007

Directed 5 team leads and over 25 operations employees at distribution center. Also managed Human Resources for facility in support of $48 million in annual sales. Directed ISO compliance and managed project to implement standards. Implemented new programs on visual management, performance reporting, and Five S. 5 direct reports.

Provided Leadership coaching/teaching for 5 Department Managers. Achieved the company’s top productivity ranking in several areas, top three overall team performances in 2005 and 2006.

Managed a project to Increase productivity over 50% and reduce discrepancies 30% in less than a year. Provided analysis on performance data, increased employee feedback, and improved training to better empower each team member.

Guided the team through several major changes, including: facility relocation, 100% staffing, 80% growth of work-load, restructuring of teams, Five S implementation, and a change in regional leadership.

Acted as Assistant Project leader on a project to relocate the distribution center. Over several months, we relocated over $4 million in inventory and 4.5 billion lbs. of product.

Purchasing & Inventory Manager, Buyer 2000-2004

Responsible for analyzing and managing inventory levels of distribution center as well as leading the office team. Over 12,000 unique parts, nearly $4 million in inventory, annual purchasing budget of $4.2 million.

Improved facility fill rate from 78% to 94% through reorganizing buying schedule, enhanced reporting, risk analysis, and improved overall department performance. Also improved order fulfillment rate by 11%.

Managed a project that reduced poorly performing inventory 23% by working cross-functionally with IT and Supply Chain to adjust stocking levels and move surplus inventory to other facilities within the organization.

Education and Training

Six Sigma Black Belt Alpha Quality Consulting 2012

Master of Business Administration Westminster College of SLC 2008

Bachelor of Economics Westminster College of SLC 2004

Skill Summary

Operations Management Employee Development Process Improvement

Distribution Leadership Team Building Quality Management

Project Management Employee Engagement Change Implementation

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