Customer Service Business Analyst

John V. Bellware

**** *******’s Crossing

Centerville, OH 45458

Mobile 937-***-****

*********@*******.***

EXECUTIVE SUMMARY

Proven game changer, with a history of managing operations, supply chain, teams in the following Industries, Aerospace, Automotive, Medical, OEM manufacturing, Packaging, Retail, and Industrial aftermarket parts. An insightful hands-on leader with a highly transferable skills, which fosters working relationships between company stakeholders & customers in order to maintain clear understanding of daily performance to customers’ expectations.

Team focused leader in Lean Six Sigma operations with numerous years of experience managing large and small groups. Numerous years of logistics, warehouse, inventory, manufacturing, and process improvement implementation. Well versed in creation of corporate strategic goals and team-based action plans which include the implementation of organizational performance metrics and Lean Six Sigma cultural transformation methods such as 5S, DMAIC, value stream mapping and continuous improvement tools such as, lean evaluation matrices, Kaizen, Kanban Pull Systems, Risk Assessments, Failure Mode Effects Analysis (FMEA), process analysis methodologies and Constraint management.

Process / Productivity Improvement

Program Management

ERP Instructor

Strategic Planning & Visioning

ISO 9002 / ATA 300 / TQM

Certified Six Sigma Master Black Belt

Profit & Loss Budgetary Management

Security Clearance

Toyota Production System (TPS)

Manufacturing and Kitting Operations

Lean Manufacturing Methods

“5S” Instructor

Performance Metrics Systems

Visual Management Systems

Procurement Strategies

ACCOMPLISHMENTS

Secured corporate backed capital investments to transform the company warehouse and distribution areas leading a lean in-plant “cultural transformation” in the warehouse of a manufacturing plant.

Successfully Developed and implemented a Cycle Count Program to APICS standards for Company resulting in 99% Inventory Record Accuracy (IRA).

Created and managed a capital improvement strategy focused on the use of lean automated processes yielding a reduction in order fulfilment time from three weeks to under one hour.

Using Six Sigma, bottleneck analysis tools achieved over $2M in annual savings by increasing production throughput 57% while decreasing re-work defects, decreasing jobs 62%, and eliminating 3rd shift operations.

Implemented lean and 5S processes throughout the manufacturing and distribution facility which led improvement of inventory record accuracy to 99%, pick/pack rates increased from about 90 minutes to about 2 minutes with over 99% quality accuracy.

Successfully commanded my section in a hostile war time environment with greater than 98% operational readiness, a 100% customer service level and zero fatalities with the highest safety standards.

PROFESSIONAL EXPERIENCE

GARDNER RESOURCES CONSULTING (NOVEMBER 2022 – Present)

Senior Executive Advisor & Six Sigma Master Blackbelt, CVS corporation (Found future savings over $500M)

Developed Process Maps and gave expert advice for future processes and Agile transformations.

Performed Root Cause Corrective Analysis (RCCA) and Corrective Action Preventative Action (CAPA)

Provide expert coaching, mentoring and execution of projects for Senior Leaders and executives.

JOHNSTONE CONTROLS (MARCH 2022 – NOVEMBER 2022)

Director of Distribution and Inventory Control (Ohio, Indiana, Kentucky and Pennsylvania Regions)

Managed all inventory and logistics for 21 locations.

Designed high throughput efficient warehouse layouts with projected space savings over 60%.

I developed the company cycle counting program and identified about $4 million in dead inventory.

PROFESSIONAL CONSULTANT (September 2017 – February 2022)

Continuous Process Improvement (CPI) Manager, Performance Management Manager, Business Analyst, Lean Six Sigma Expert, Project Management – (Various USA)

Lean Six Sigma Instructor, Continuous Process Improvement (CPI) Manager and Coach WPAFB.

Manage all Continuous Process Improvement projects for over 75 Medical Clinics and map out processes.

Successfully manage, plan, analyze, projects and change management for government and corporate projects.

KROGER TECHNOLOGY (October 2012 – June 2017)

Business Analyst - (Blue Ash, OH)

Worked process improvements for Enterprise systems, Order Evolution, Division split, new acquisitions, HR hiring metrics, Finance, and Conversions. Successfully managed, led, and planned system analysis, for new Divisions at the corporate level. Used agile management methods on projects.

Successfully mapped processes, developed, and recommended changes, new methods, and improvements. Defined / scoped projects, develop key measures, metrics to make fact-based decisions, and control processes.

PROFESSIONAL EXPERIENCE CONTINUED

UNITED STATES ARMY RESERVE (April 1986 – December 2016)

Support Operations Senior Leader - (Ft. Hood, TX and Indianapolis, IN)

Honorably served the United States Army in multiple roles as a Lieutenant Colonel in high-profile positions as a Senior Leader to Corps level (3 Star) and Division level (1-Star) Commands. I directly led / Managed up to 255 soldiers as a Commander and responsible for indirectly managing over 120,000 soldiers and equipment.

Honorably Served (November 2008 – December 2011) in support of Operation Enduring Freedom and a year supporting Operation Iraqi Freedom II in Iraq & Kuwait (November 2003 – February 2005)

Senior Officer. i.e. (Commander, Convoy Commander, Instructor, Trainer, Logistics Coordinator, OIC, Team Chief and Resource Management Leader rated "Best Qualified" and "Outstanding Performance"

BAE SYSTEMS (October, 2007 – May, 2008)

Warehouse & Logistics Manager – (Fairfield, Ohio)

BAE Systems is a leading automotive manufacturer of armored vehicles

Hired as a subject matter expert to provide management direction and implement automation technology.

Additional duties performed included facility management, managing of daily business activities at three facilities, receiving, distribution, quality, and supply chain initiatives.

Using lean process mapping tools reduced excess and obsolete WIP and finished goods inventories, implemented a lean focused product stocking consolidation initiative in the distribution center yielding a reduction in the manufacturing facility’s footprint and a reduction in production costs.

Trained and implemented “5S” lean processes in the warehouse and implemented a lean focused stocking and consolidation initiative in the warehouse yielding 45% reduction in footprint and a reduction in inventory costs.

KOHL’S E-COMMERCE (April, 2007 – October 2007)

Warehouse & Distribution Manager / Supervisor – (Monroe, Ohio) Kohl’s e-Commerce is the leading order fulfillment center for clothing and home goods. I managed between 50 to 100 employees, planned and scheduled labor requirements, receiving, shipping, order fulfillment and inventory to exceed operational requirements and customer demands for over 250,000 SKUs.

HONEYWELL INTERNATIONAL GRIMES AEROSPACE (January, 1998 – October 2006)

Warehouse & Distribution Manager / Supervisor / Cell Coordinator / Team Leader / Buyer, – (Urbana, Ohio)

Honeywell International Grimes Aerospace is an OEM manufacturer, retailer, and aftermarket repair spares of aerospace, electrical, fluid and lighting parts.

Responsible for managing 35 to 80 salary and hourly employees, on three shifts. Planned and scheduled labor requirements, production, materials and P&L to exceed operational requirements and customer demands for all areas of the warehouse and distribution facility.

Developed cost effective packaging solutions resulting in reduced packaging cost by 30% as company leader.

Reduced P&L costs by negotiating rates, developing, and integrating company process procedures, and digital integration throughout the supply chain.

Redesigned floor layout by using Lean Six Sigma tools reducing linear foot moves by 50%.

Redesigned production line layout by integrating Lean Six Sigma kanban pull system concepts resulting in a 57% improvement in exit rate.

Increased floor space by over 40%.

Maximized production through Lean Six Sigma process improvement teams and proactive changes.

Improved Inventory Record Accuracy from an initial 36% to 99% accuracy.

Improved customer service level from 73% accuracy to over 99% accuracy.

Implemented automation systems to improve TAT time and production throughput.

Implemented performance standards and metrics by developing and writing new Quality processes.

Additional duties performed: Six Sigma Charter Champion "Greenbelt" team sponsor and technical advisor of Six Sigma Teams, Company “5S” Trainer, LEAN Trainer, ERP and Safety Excellence Trainer.

EDUCATION

Certification International Six Sigma Institute, Certified Six Sigma Master Black Belt 2019

Certification The U.S. Army Office of Business Transformation, Lean Six Sigma Black Belt 2012

Military Masters Command and General Staff College, Senior Leadership/Management Critical Thinking 2011

Certification The University of Kentucky Center of Robotics, Lean Management 2003

Military The United States Army Transportation Center, Transportation Officer Advanced Course 1996

Military The United States Army Transportation Center, Transportation Officer Basic Course 1993

BA The Ohio State University, Economics 1992

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