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Manager Customer Service

Cranston, Rhode Island, United States
April 30, 2017

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David M. Perrotti

Cranston, Rhode Island ***** 401-***-****



Accomplished, resourceful, and self-motivated Lean Six Sigma philosophy. Business leader with over 20+ years of recognized ability to effectively lead teams and manage projects for Fortune 500 companies. Demonstrated ability to communicate with peers, senior management, mid-level leaders and technical engineers. Proven ability to learn and adapt quickly in challenging and fast-paced environments, demonstrated capability to work well within ambiguous environment settings, driven to meet organizational goals and objectives.

Lean Six Sigma Green Belt

Microsoft Office Suite tools

Microsoft SharePoint 2013

Organization and Team Leadership

Process Development / Improvements

Team and Relationship Building

Global Project and Program Management

Resource Planning / Management


Nortek Inc., Providence, Rhode Island 2013-2016

Senior Manager, Nortek Business Systems

Developed and managed the Nortek Business Systems (NBS) to ensure the standardization of global corporate policies and procedure were implemented throughout all the existing and acquired business groups/sites where applicable.

Managed and coordinated documentation associated with all corporate business practices, policies and procedures with authors and external end-users globally

Interacted daily with core team’s member to resolve issues impacting deliverables

Conducted monthly updates with senior management and steering committee members

Worked with Microsoft SharePoint developers to maximize accessibility and usefulness of website repository

Developed an NBS maturity implementation dashboard/bowler to monitor timing and adoption of company policies and procedures into the applicable business sites

Implemented Microsoft SharePoint 2013

Developed an internal auditing process for all the business sites where adoption of the standard business practices has been implementation

Eaton-Cooper Industries, Chelsea, Massachusetts 2012-2013

Plant Manager

Responsible for a metrics driven manufacturing operation producing cable assemblies and wire harnesses mainly used in Aerospace and Defense. Teamed-up with sales to facilitate new business from Raytheon, Northrop Grumman, and General Dynamics.

Realigned employee communication, recognition, and safety programs: which included machine guarding, behavioral based safety, near misses

Improved key business metrics with significant weaknesses: improved on-time delivery by implementing a two-week-look-ahead program from OTD of 83% to 93%

Reviewed and aligned employee roles & responsibilities: including cross-training backup personnel to support key business functions

Introduced daily Gemba walks and accountability boards: helped team members to understand and become more responsive with regards to where the action takes place in manufacturing

Drove the business to be successful yielding positive results

David M. Perrotti 401-***-**** Page Two

Tyco Electronics, East Providence, Rhode Island 2002-2012

Plant Manager

Responsible for a metrics driven manufacturing operation producing high performance products mainly used in Aerospace and Defense, Transportation, and Circuit Boards Fabricators.

Ensured business is in compliance with the Sarbanes-Oxley Act (SOX) and GAAP best practices

ISO9001:2008 certification, October 2006, accomplished in ten months which on average is an eighteen-month implementation project

Applied TEOA (Tyco Electronics Operating Advantage) LEAN philosophy using various tools including 5S+1, Six-Sigma, TPM, SMED, OEE, VSM, and Kaizen training plant wide on a routine basis which generated significant cost saving, reduction in non-value added activities, and process improvements yearly, savings for FY10 was $179k, savings for FY11 was $165k

Increased on-time delivery performance through productivity, capacity planning and lead-time reduction, customer requested delivery (STR) dates improved in FY10 from 92% to 95% in one year, average on-time FY11 was 98%

Improved inventory turns from nine to eleven in relationship to the economic order quantity, FY10 average days on-hand inventory reduced from 96 days to 45 days, FY11 average was 35 days on-hand, current goal is to increase VMI (vendor managed inventory)

Reduced production setup scrap and waste in FY10 from $112k to $97k in one year, FY11 from $97k to $84k

Enhanced customer satisfaction through cost improvements, quality, logistics, distribution and fulfillment services, quality returns reduced in FY10 from $172k to $80k, FY11 to $42k

Established employee Health and Safety programs reducing job related injuries and absenteeism, recognized for no recordable accidents or loss time in a two-year period

Established employee communication systems, wellness programs, behavioral based safety, employee recognition, and growth opportunity programs

Roger Williams Mint, Attleboro, Massachusetts 1999-2002

Chief Operations Officer

Responsible for a manufacturing operation dba as the Rogers Williams Mint producing Casino Token, Bridge Tokens, Gaming Tokens and many other types of stamped, high-relief or minted products with gross sales of $36 million dollars.

As an initial goal resolved conflicts with management groups and developed relationships throughout the organization in order to meet customer requirements

Improved on-time delivery performance from 40% to 85% in less than one year

Implemented company-wide written business policies and procedures to maintain a structured environment

Developed budget and capital expenditures

Utilizing the computer system, streamlined and developed various business tools used by management to facilitate accurate and timely decision making in manufacturing, purchasing, customer service, and finance


Bachelor of Science, Computer Science, Cum Laude

Rhode Island College, Providence Rhode Island


Article published in the APICS magazine, The Performance Advantage

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