Continuous Improvement Manager

Clinton J. Mullen, MBA, SSBB

***** ******* *, ******* *****, Missouri 63334

Phone 573-***-**** – *************@*****.***

SUMMARY

Diversified individual with 15 years of experience in Supply Chain Management, Merchandising, Logistics, Continuous Improvement and Operations within the Agricultural and Manufacturing industries. As a Six Sigma Black Belt with a Master of Business and Administration; versatile in many aspects of team leadership, managing projects to successful completion and proven financial improvement. As a department manager and mentor; maintained a strong relationship with Human Resource departments in order to identify and develop new talent. Along with talent acquisition; developed, identified and implemented training that promoted growth, employee retention and improved work culture.

PROFESSIONAL EXPERIENCE

Farm Business Farm Management, Urban Illinois 2016-2017

FBFM is a cooperative designed to assist agricultural based businesses with management decision making that promotes profitability and strategic expansion. Through education of operational and marketing techniques to analysis of operational and market data, FBFM is aiding the average agricultural business with being competitive and enduring for years to come.

Analysis Specialist

Performed analysis on operational and market data from agricultural businesses to determine areas of waste and potential missed opportunities that affected efficiency and profitability. Data would be analyzed along with similar businesses of that nature to benchmark performance.

Interpreted and delivered financial analysis as well as educated the cooperators on good management practices and understanding their risk tolerance.

Researched and kept up-to-date with any relevant developments in agriculture, tax, and commodity markets.

Educated cooperatives with market trends and determined appropriate time to execute a buy or sell of commodities.

Analyzed transportation cost of distant markets sites to on-site storage or local market values to gain utmost profitability of commodity.

Reckitt Benckiser, St. Peters Missouri 2013 - 2016

A multinational consumer goods company that produces health, hygiene and home products. Reckitt Benckiser-St. Peters division is the largest North American manufacturing facility in the Reckitt Benckiser organization. This manufacturing facility supplies six North American logistics centers, direct shipments to major retailers and export shipments to international customers.

Logistics Manager

Responsible for the day-to-day logistic operations for the St. Peters facility. Oversaw 150 trailer turns thru 45 dock doors on a daily basis. Managed the supply chain and distribution of finished goods to six North American logistics centers, direct shipments to major retailers and export shipments to international customers. Team Resource Manager to twenty individuals that comprises of salary and hourly employees for a facility that operates 24 hours a day. Successful accomplishments of all goals are directly related to utilizing the organized and strategic methodology of a Six Sigma Black Belt.

Responsible for staffing of Logistics department with resources that fit the business culture and strategic direction of department. This includes hiring, termination, disciplinary action and employee development and training plans.

Partnered with the Human Resource department to align resources with the department’s strategic goals and culture to guarantee efficiency, profitability and meeting the overall business operating goals.

Identified team members strengths and weaknesses and assigned tasked accordingly. Developed and sought after training that would address department weaknesses or develop current skill set.

As a manger of twenty individuals, managed various personalities in its own very unique way. Through an open door policy, being observant of conflicts between employees and confronting issues quickly and directly allowed for me to be a successful department manager.

Changed the negative relationship between Warehouse and Logistics departments to a relationship that was positive and teamwork orientated.

Reduced the risk of over distribution, improved loading accuracy, and managed HOT appointment compliance by converting the Logistics Centers demand into a digital distribution.

Reduced the occurrence of restacking and damaged finished goods by 75 percent by determining the most effective loading patterns. These patterns were converted into Standard Operating Procedures (SOP) and then Logistics and Warehouse personnel were trained and held accountable for proper loading practices.

Reduced production downtime that resulted from delayed component requests or miscommunication of required components by implementing a computer based internal requisition process.

Developed Work Instructions and Job Aids for the Logistics department to meet the criteria for ISO 9001 certification.

Improved communications thru daily team meetings, department continuous improvement meetings and digital tie-ins.

Flint Hills Resources, Ames Iowa 2011 - 2013

Flint Hills Resources is an independent refining, chemicals and grain processing company that operate six ethanol plants in Iowa and Nebraska. Flint Hills Resources is known as a leading producer of transportation fuels in the Upper Midwest.

Dried Distillers Grain Logistics Scheduler

Responsible for scheduling the movement of dried distillers grain (DDG) by rail, truck, or barge to domestic destinations by container or bulk vessel to foreign destinations. Established and executed an export program through the development of trans-loaders and building relationships with Non Vessel Operating Common Carriers (NVOCC). Continuously monitored rail fleet to ensure product was moving efficiently per the customers’ needs. Maintained continuous contact with merchandising team and railroads to determine that logistics strategies are being executed; therefore allowing greater netback for the organizations.

Maintained a fleet of 450 railcars that serviced six Ethanol plants in Iowa and Nebraska. Ensured the rail fleet was being optimized to its total capacity by the utilization of total tonnage (space), turn-times, and the most efficient rail routes to destinations.

Developed a freight rate database that yielded a 90 percent reduction in freight pricing errors and eliminated the need for Accounting verifying the cost of each movement.

Implemented and maintained a daily inventory run-out per plant. This inventory run-out assisted with scheduling truck and railcar loading, forecasts inventory levels to eliminate inventory containment issues or outages, and was a source of communication to both the commercial and operation teams.

Prepared and presented export documentation to foreign banks or directly to the customer based on terms of sales; therefore, allowing customs clearance and avoidance of demerge.

Reduced bidding errors by automating daily bid sheet utilizing ProfitX functionality, which is the internet based DTN that offers many more options over the standard DTN units.

Improved reporting capabilities for managing inventory by developing reports that consolidated values for 40 bins into one report that can be easily reviewed.

PTC Alliance, Hannibal, Missouri 2004 – 2011

A leading manufacturer of welded and cold drawn mechanical steel tubing, fabricated parts and precision components. PTC Alliance is also one of the world’s leading suppliers of chrome-plated and induction hardened bars and tubes for the fluid power industry.

Continuous Improvement Engineer

Led and mentored Six Sigma projects that provide process-improvements, cost reductions and profit improvements. A member of the Continuous Improvement Department, who led cultural shifts in the areas of continuous improvement and organizational development. Developed and monitored measurement systems to determine organizational performance. Trained and developed organizational Yellow and Green Belt candidates with Six Sigma methodology. Provided product quality and technical support to internal and external stakeholders.

Obtained a $350K annual yield improvement with 18 month payback, six months in advance of the 24 month target, by implementing Virtual Macro Technology. Given the success, technology was implemented within three additional facilities. Virtual Macro technology adjusts the weld inputs based on performance in live production to create a conforming weld.

Achieved $150K annual cost avoidance of rework charges. Worked closely with foreign customers to communicate the importance of adherence to an ASTM specification for quality control.

Increased Gross Margin by $140K annually by migrating to an experimental coating, nano-Cobalt Phosphorus, which achieved the Critical To Quality (CTQs) requirements of the customer’s organization.

Led a cross functional team to reduce scrap of prototype runs by 60%, this resulted in a $120K annualized cost savings and an additional $1M in sales revenue for the organization.

Performed Job Safety Analysis (JHA’s) on operations at manufacturing site. Prepared recommendations for improvement to management; project leader that implemented those improvements

Standardized work of three chrome plating operations at PTC Alliance, therefore allowing a cross-functional team to easily interchange between operations.

Addressed customer complaints that were escalated due to complexity or sensitivity of customer relationship; examples are failure analysis, metallurgical analysis, third party investigations, and translating components of ASTM standards to foreign customers.

Team lead or advisor to team that implements corrective action that resulted from a customer complaint investigation. An 8D analysis used for customer complaint investigation.

Performed failure analysis to assure that the product met customer requirements.

Worked with customer engineering department and metallurgist to develop a quality standard for new products.

Continuous Improvement Coordinator / Technical Sales

Led Six Sigma projects to reduce operational costs and increase profitability. Supervised, mentored and sponsored staff and Green Belt candidates with skill development and project completion.

Developed a patent pending process and product, Chromerod Extreme, which led to a more diverse product line. This resulted into a launch and start-up of a new production line where all efforts were managed through me as project lead and champion.

Led project to implement a chrome alternative process, nano-Cobalt Phosphorous, which is environmentally friendly and requires less energy consumption over standard processing.

Tracked monthly Business Operating System (BOS) metrics. Followed up on management action items as needed.

Developed work instructions for laboratory processes. Worked closely with ISO Coordinator to complete tasks that allowed Enduro to become ISO9001-200 certified.

Maintained and monitored the quality metrics. Presented the metrics to the management team and documented the actions items that resulted when non-compliant. Followed-up on action items throughout the month to assure progress.

Member of the team that prepared the facility to become ISO 9000 certified and involved in all maintenance and recertification audits thereafter.

Trained as an internal and external process auditor compliant to ISO 9000. Prepared audit schedule and performed internal process audits. Performed external quality audits of suppliers and processors. Reported findings and took the necessary steps to correct any non-compliance.

Maintained the Quality Management System by updating or creating the necessary Quality Assurance Manuals or documents that kept the system relevant to the evolving process; standards, process guides, work instructions, forms and training.

Trained in gauge calibrations and served as the back-up to the Laboratory Technician that performed the gauge maintenance.

Perry Agriculture Laboratory (PAL), Bowling Green, Missouri 2001 – 2004

A Missouri based agriculture laboratory specializing in testing for nutrient composition of soil. With a diversified cliental, PAL provides these services for both domestic and international consultants and fertilizer dealers.

Agronomy Laboratory Technician/Entry-Level Sales

Tested nutrients and pH levels in soil and water samples for foreign and domestic agricultural based customers and government agencies. Developed and executed test plans for clients. Documented results and gave nutritional recommendations.

EDUCATION

Master of Business and Administration – William Woods University, Fulton, Missouri

Bachelor of Science – Agriculture, Western Illinois University, Macomb, Illinois

ACKNOWLEDGEMENTS

Six Sigma Black Belt; Caterpillar University – Manufacturer of construction and mining equipment

COMPUTER SKILLS

Proficient with Microsoft Office, Microsoft Share Point, JD Edwards, SAP, Cognos, Site-Line, and ProfitX

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