Manager Project

Summary

Recognized as a leader in process, productivity and performance improvements. Equipped with strong 6-sigma and project management skills. Proven successes in distribution, planning and operations. Solid management skills in training, coaching and developing people.

Key Competencies

Dashboard, scorecard and KPI’s

Warehouse/distribution, operations, Industrial engineering, productivity/process improvement

MS Office skills (advanced Excel skill with macro and VB programming for data analysis and modeling)

6-sigma green belt, project management

Quality, regulatory compliance (FDA, cGMP, ISO), validation & auditing

APAC consulting and support experience, bilingual in English & Mandarin

Experience & Accomplishments

02/2015 – Present Warehouse Manager Newegg, Rowland Heights, CA

Lead improvement projects all around warehouse operations to achieve KPI goals and customer service levels. Order accuracy improved by 32%; reduced back orders by 60%; improved on-time receiving to 99.5% from 98%; improved on-time shipping to 100% (Tue-Fri orders); reduced “missing” SO claims by 76%.

Improve cycle count activities and corrected some bad habits from floor operators. Inventory accuracy is improved from mid 90% to 98% and is still improving.

Improved warehouse KPI’s to top tier among all newegg warehouses.

Track and coach associates’ productivity and quality. Reduced manpower by 17% while improving KPI’s.

Gathered data and established productivity standards from putaway, replenishment, picking, and shipping.

Discover and develop new associates to become reliable performers both in productivity and quality of works.

Improved attendance, housekeeping and general disciplines of the entire warehouse.

Coached and improved supervisors’ management skills to oversee daily and weekly operations, coaching them on planning, quality, resource utilization, and individual performances.

09/2011 – 01/2015 Director of Distribution Markwins International, City of Industry, CA

Led successful DC transition project of Markwins’ acquisition of Physicians Formula. Project completed with smooth transactions of inventory and operations with minimum impacts to customers. Improved quality (85% to 98% pick accuracy in 3 months), productivity (flow time from 120 to 80 minutes per WMT DC) and inventory accuracy from 93% to 99.5%.

Recruited and coached capable managers to lead transportation, inventory and operation teams. Recognized as one of the best manager in developing people.

Managed distribution operations of four business units, all with improved and successful operation performances.

03/2010 – 5/11/2011 Director of Operations Diamond Wipes International, Chino, CA

Led company relocation from Ontario to Chino in 3 months. Resolved scheduling and permit issues with city officials (building and fire departments) and helped company up and running in shortest time frame.

Implemented warehouse locater system in 3 months. Implemented cycle counting program and improved inventory accuracy from low 50% to 95% in 4 months. Improved on-time delivery from below 60% to 100% for Walgreens in 3 months.

Led and implemented production KPI, started material usage report and identified improvement opportunities. Established labor to sales measurement. Improved labor to sales by 15% in 6 months. Established warehouse KPI’s and coached manager implementing process improvement projects.

Led and coached production supervisors and managers (Chino and Ohio plants) to remove redundancies in production lines, and move from reacting mode to planning mode.

06/2008 – 02/2010 Director of Operations Markwins International, City of Industry, CA

01/2006 – 05/2008 Director of Distribution Markwins International, City of Industry, CA

02/2005 – 12/2005 Warehouse Manager Markwins International, City of Industry, CA

Led 3PL partnership for Canadian distribution.

Led programs that involve designs in the US and production & procurement from China and other countries. Improved factory production and shipping on time rate.

Led and improved planning and purchasing that resulted in higher fill rate to major retail customer orders.

Designed and established KPI’s for all departments. Led productivity, quality, safety, attendance and overall performance and cost management. Worked with trucking companies for service improvements, and build up rapport with the carriers for win-win situations.

Led DC teams in receiving, order filling, shipping, and inventory management. Improved DC operations in every aspect within three months. My department is mentioned as a model for other departments to follow.

Identified processes and established SOP’s. Established DC productivity & performance matrix. Set up standards for all jobs performed in DC.

Established productivity and performance matrix indictors (KPI’s) to monitor performance against set goals.

Defined job descriptions, roles & responsibilities. Organized departments with associates’ ability and career planning. Reviewed and took actions towards underperforming and achieving associates.

Reduced headcount more than 10%, while achieved 99.1% on-time delivery and reduced chargeback from $13 to $7 per $1,000 shipped.

Improved pick-and-pack productivity (labor $ to sales $ from 3% to 2%) while improved picking accuracy (% cartons with errors from 8% to 1.5%) in 4 months via training, coaching and discipline actions.

Set clear and firm guidelines, requirements and procedures to improve inventory accuracy. The inventory accuracy of added responsible division improved from low 60% to 95% in 6 months.

Prepared department annual budget. Eliminated unnecessary and abused overtime. Improved organization structure and labor utilization, reduced staffing cost by 30% while productivity improved by 20% in three months.

12/2001 – 12/2004 Regional Project Manager Exel Logistics, Fontana, CA

Managed warehouse start-up projects for major clients. Successfully completed inventory transition projects.

Led major relocation and RF implementation projects.

Created employee productivity database for site operations. Established performance and productivity tracking and labor planning tools, simple to use productivity database, and daily summary for senior management.

Contribute technical expertise in inventory analysis and continuous improvements. Established analysis template for slow/dead inventory and safety stock levels during transition.

04/1997 – 11/2001 Sr. Industrial Engineer, 3M, Ontario, CA

Ontario Distribution Center

Applied 6-sigma methodologies for DC receiving process and led project team to achieve $250,000 annual savings in two months.

Led hand stack project that reduced FBO (floor back order) rate to 6.0 per 10,000 lines shipped, result savings of $90,000 per year in FBO processing.

Led slotting project that achieved $150,000 annual savings, and improved order filling productivity and accuracy.

Led cross-docking project that results in $100,000 annual savings in storage and handling cost. Average reduction of cycle time to APAC DC is 7 days, and savings in inter-company inventory costs are tremendous.

Lead continuous flow project that addresses opportunities in multiple areas. Tasks include picking accuracy, operator performance, conveyors, conveyor management system designs and validation, scanning performance, UPC bar code issues. Led paperless flow project in reducing paper documentation used in order filling and reconstruction.

Created Excel model to pull associates’ labor hours automatically, and combined with production and accuracy data to assess associates’ true productivity and quality performance. The tool saves tremendous data entry labor and errors, and offers a fair performance reviews.

Asia Pacific

Provided consulting services, operation supports and warehouse start-up for 3M Asia Pacific subsidiaries. Represented a major role in implementing 50 million USD system integration project (COFS, Customer Order Fulfillment Systems) for APAC subsidiaries.

Established a working model for storage setup, and operation methods in a managed warehouse environment. Established analytical models for warehouse inventory and space utilization.

Reviewed and justified spending in machine, equipment, software applications and warehouse expansion. Avoided storage expansion requests from subsidiaries by taking actions on slow or dead inventory.

Education

University of Arizona, MS in Systems and Industrial Engineering, GPA: 3.7/4.0

Patent & Awards

US patent #5,322,436 granted for an innovated marking method for orthodontic bands with laser

Numerous awards from 3M in areas of new product introduction, quality, team excellence and supply chain management

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