Manager Customer Service
Resume:
John Riley
Louisville, KY *0241
Home: 502-***-****
E-Mail: *********@*****.***
Unique-Prescotech. Louisville, Kentucky 2014 - Present
Division Manager responsible for total P&L management. Overall responsibility for pricing, purchasing, customer service, maintenance, distribution/supply chain and plant operations.
Improved customer order fill rate to 99% by working jointly on improving forecasting and MRP accuracy with customer. Improved plant inventory control through new storage techniques and faster thru-put of finished goods. Increased inventory turns by working with vendors on JIT material deliveries while increasing parts produced per hour in production. Partnered with vendors to establish consistent material order lead times. Improved profitability 10% through meetings with customers to provide products on a short lead time cycle. Redesigned material content to reduce costs and improve yields working with customer (100M savings). Reduced plant material waste to 1.5% ($200M/yr) through in plant usage tracking and employee performance tracking. Labor improved 12% ($45M/yr) due to flexible work cell crewing to complete multiple jobs simultaneously. Implemented continuous improvement programs, quality 5S, ISO 9001certification while not incurring an OSHA injury for 556 days.
Sazerac North America, Owensboro, Kentucky 2011- 2014
Plant General Manager, Glenmore Distillery, Owensboro, Kentucky
Lead plant operations consisting of 360 employees. Responsible for the overall processing of distilled spirits, bottling and shipping of 14 million cases of finished goods consisting of 1,200 SKU’s. Overall P-L responsibility for the management of maintenance, bottling, processing, receiving, shipping, product quality, engineering, human resources, scheduling, transportation, shipping and customer service.
Improved bottling efficiencies 15% ($105,000/yr) through technology upgrades and scheduled continuous improvement problem solving methods. Improved customer order fill rate 15% by implementing a six week master production schedule that utilized monthly sales targets to coordinate all plant operations. Reduced inventory carrying costs $400,000/year by purchasing raw materials adhering to a targeted SKU production schedule (6 weeks) with safety stock levels identified by item. Reduced maintenance downtime to 2.0% by increasing component part availability through improved MRP planning and assigning mechanics to lines for accountability. Lead the planning, hiring, training and placement of 135 new team members to meet company 35% growth curve. Reduced recordable injuries 25% via employee involvement and line safety assignments. Provided overall direction for $7 million dollars of capital projects and productivity improvements. Implemented a successful QA HACCP program.
Reduced plant union grievances from 35 annually to 6 through interactive meetings with the union committees, employee plant roundtable meetings and joint management/hourly training.
Papa John’s International, Louisville, KY 2007-2011
Operations Director Louisville, Kentucky & Pittsburgh, Pennsylvania Quality Control Centers
Lead multi plant operations consisting of 175 employees for Papa John's International. Oversaw two plant operations to including maintenance, purchasing, employee relations, production, accounting, distribution (to 859 stores), and transportation for this $1.6 billion dollar food company.
Partnered with R&D to successfully develop quality assurance criteria, test runs and rollout national operational standards for new dough size. Coordinated raw material back hauls with suppliers to reduce outside freight charges saving $300,000 annually.
Modified/replaced racking systems in the freezer to increase storage space by 140 pallets reducing outside storage costs by $65,000 annually. Improved on time dispatch from 93.0% to 98.0% by route realignment, warehouse management system installation, and warehouse reallocation/pick-list modification thus increasing pieces handled per man hour from 220 to 250.
Improved perfect order percentage from 93.0% to 98.5% through consistent performance communication of standards and feedback with 3 PL providers (UPS). Reduced diesel fuel consumption by 5.0%, lowered tractor idling percentages and increased miles per gallon to 5.9. Saved 70,000 tractor miles per year by combining two delivery routes and reducing four drivers.
NATIONAL TOBACCO COMPANY, Louisville, KY 2004 – 2007
Plant Manager
Lead manufacturing operations consisting of 125 employees with responsibility for materials procurement, production operations, logistics, warehousing, quality assurance and maintenance for this $150 million manufacturer of smokeless tobaccos and tobacco products.
Successfully integrated a new $20 million tobacco company purchase into current operations.
Installed four new production lines and associated processing/packaging equipment.
Modified logistics networks to incorporate130 new SKU's into four warehouses.
Reduced shipping errors and back orders by 5%
Created a software program to identify the correct stocking levels per SKU at five distribution centers. Improved split shipments to customers by 15%.
Reduced customer complaints on tobacco products by 10%.
Installed new product coding and x-ray/mass detector systems reducing customer complaints 10%
BROWN-FORMAN CORPORATION, Louisville, KY 1998 - 2004
Vice-President, Louisville Production Operations
Lead multi-plant manufacturing operations consisting of 280 people with responsibility for materials procurement, production operations, human resources, logistics, warehousing, maintenance, engineering, finance, and business development for this $1.5 billion manufactuer of distilled spirits, low alcohol beverages and wines.
Provided overall direction and implementation for the construction of a new $18MM plant. Project savings were $ 4.0MM per year.
Created new plant proposal to cost justify and operationally qualify building a new plant. Directed and planned the project start-up, product/material build coordination for all areas and the implementation of all operational plans moving forward. Completed regular project review meetings with senior management.
Successfully negotiated two co- pack bottling/distribution contracts (1MM cases) with outside companies within the industry to improve asset utilization at Brown-Forman Corporation.
Revenues and expense reductions from these contracts were over $1.0 million per year. Achieved annual budgeted goals reducing overall costs by 4% per year.
FRITO-LAY, INC. Louisville, KY 1981 - 1997
Plant Manger, Louisville, KY & Frankfort, IND Plants 1991-1997
Operations/Logistics/Dist. Manager, Wooster, OH 1981-1991
Plant Financial Manager, Topeka, KS, Product and Production Manager, TX & FL
Developed a $90MM annual plant budget as Finance Manager for Frito-Lay’s largest manufacturing plant.
Implemented a strategic plan that involved four key elements (communication, labor management, employee relations, and team development) to ensure employee participation and accountability in business results.
Employee opinion surveys of site improved from 3.3 to 4.3 on a 5.0 scale.
Labor contract was ratified by 189-30 margin.
The Louisville Site Change Plan was voted #1 in the company.
EDUCATION BS Industrial Management, University of Louisville
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