Customer Service Supply Chain

Jonathan Beloff

**** ********* *****

Mississauga, Ontario, Canada, L5M 7R6

Mobile: 647-***-**** Email: *********@*****.***

Senior Manager, Director

OVERVIEW

Talented professional with over 25 years increasing companies profitability. Leading innovative performance initiatives, requiring changes for problem solving. Persuasive leader, trainer, of diverse cross functional teams, excellent listener. “Out of the box” thinker, detail oriented. Relentless attaining business plans, goals and results. Flawlessly installing processes, procedures, and systems. Best Practices identified, installed. Improved business data analysis for decision making. Worked for companies in Canada, USA, Mexico, and Europe. Delivered millions usd. in operational, administrative savings, lowering costs and expenses, plus yielding revenue growth in current and new marketplaces.

Skills Area

Process Improvements, Reduction of Cycle Times, Productivity and Efficiency Increases (kpi’s), Cost Reductions, Change Management, Continuous Improvement (LEAN), Technology Systems Implementations, Supply Chain, Inventory Control, Training, Standard Operating Procedures Optimisation, Quality Control, Supplier Management (SLA’s), Customer Service, Business and Financial Analysis, Budget Controls, Revenue Growth. Business industries included:

operations, manufacturing, assembly, wood, steel, plastics, warehousing, 3PL operations, distribution, food, beverage, engineering, automobile, hospitals, retail stores, supermarkets, banking, sales, customer service, tools, construction, military arms, acquired company integrations, startups, government agencies.

Professional Experience

Senior Project Manager (project management, Aug.2023 - present),Canada

● Cultivated, coached management team.

●Fostered change management.

●Accelerated productivity, efficiency improvements.

●Accomplished operational cost reductions.

●Installed LEAN, continuous improvement.

●Built process flows, SOP’s, identified Best Practices, documentation.

●Discovered operational improvements.

●Established standards, kpi’s.

●Increased customer satisfaction.

●Maximised company performance

●Performed IT improvements, installations. Timely decision making. Improving cross functional team coordination and planned results Strategic Planning, CAPEX project management. Increase revenues. Colt Canada(Apr. 2023 - July. 2023), Kitchener Ontario Vice President Operations (machine guns, rifles)

●Increase machined parts dimension accuracies, reducing scrap, rework. Increased frequencies of Quality Control checks during machining, assembly parts processing. Each unit has to be 100% operable, no defects, specific industry regulations adhered to.

●Improve following, verification of health and safety adherence.

●Set standards, machined, assembled parts, reduced completion times.

●Improving supply chain processes. Starting use of kpi’s, timely decision making. More inventory controls, minimizing work order, schedule changes.

●Leading change management, creating a continuous improvement culture.

●Responsible for operational budget controls, financial analysis, P&L results. Lowered operational costs. Two shifts supplying parts to USA operations.

●Strategic plan, forecasting based on volume,piece(sku)requirements. Facilitated productivity, efficiency improvements. CALHOUN Super Structures (Nov.2020 - Feb.2023), Goderich, Ontario Director Manufacturing (fabric structures)

●Directed Scheduling, QC, Inventory, Production, Supply Chain activities.

●Lowered structure completion times, faster building deliveries.

●Established welding standards. Observed, set with welders participation.

●Increased efficiencies, productivity, reduced cost per structure completed.

●Maximized welders spending more time in work cells.

●Lowered raw materials movements in and out of welding cells, less time finding parts locations, (LEAN, 5S). Improved warehouse, manufacturing floor layouts.

●Decreased welding repairs, rework, double handling. QC done in work cells.

●Reduced labour man-hours, lowered overtime 20%. Facilitated training.

●Mentored change management, continuous improvement.

●Documented standard operating procedures, MRP installation.

●Managed, monitored outside providers of processed steel parts.

●Formalized Installation of financial controls, P&L reporting.

●Enforced Health and Safety rules followed.

Camden Door Controls (Jan.2018 - Oct.2020),Mississauga, Ontario Director Optimisation (door locks, alarms, push exit switches, keyless access systems)

●Accelerated completion times of all pieces manufactured, assembled.Standards, kpi’s deployed.Higher units assembled per hour 15%, lowered cost per unit assembled 10%.

●Moved assembly pieces into work areas, eliminated assemblers leaving cells (LEAN).

●Accomplished 90% next day deliveries, increased schedule attainment.

●Composed activity lists by position, eliminated duplication of efforts, less workers.

●Decreased operational costs, established management controls.

●Deployed film training videos vs documented manuals, faster training, 75 workers.

●Led change management, increased cross functional teams interaction, documented action plans.

●Over 4000 stock keeping units (sku's) sold in the company catalogue. Discovered the 300 sku's (7.5%) that were 90% of company sales. Reduced sku’s sold, boosted company sales in current and new (OEM) marketplaces.

●Collaborated in financial analysis, slow moving inventory sold, increased cash flow.

●Aided Increasing profits

●Internal project management.

Remco (Apr.2014 – Dec.2017), Mississauga, Ontario

Senior Manager Improvements (warehouse, 3PL, distribution)

●Upgraded, set higher activity standards. Installed kpi’s for warehousing, 3PL, distribution, transportation departments. Operations in Quebec, Ontario, BC.

●Modified processes of boxes and hanging goods, reduced cycle times,

(receiving, put-away, storing, picking, packing, shipping).

●Made layout changes, resolved delays, over processing, steps(LEAN).

●Maximized space utilisation in trucks and trailers, merging routes.

●Accelerated on-boarding times of 3PL clients by 50%, boosted revenues $18 million dollars. Better on-time deliveries, fill rates, lowered errors, rework. Implemented best practices.

●Designed inventory controls, tracking quantity, mix of units sent to 3PL clothing retail stores (styles,sizes), grew store sales. SLA weekly reporting.

●Trained Supervisors, Managers to identify off schedule problems, actions taken.

●Installed IT scanners,attained operational, administrative information.

●Improved efficiency 15%, quantity of boxes stored and loaded per hour.

●Formalised fleet PM, spare parts inventory controls, 5S, increased fleet road hours 12%.

●Initiated CAPEX projects, electric pallet jacks, automatic rollers.Reduced manual material handling.

●Cost savings in labour, overtime (10%), fleet maintenance.

●Continuous improvement implemented challenging day to day performance.

●Coordinated with the Union to facilitate consistent results, change management. (Agile, Scrum)

ProLink (Apr.2006 – Apr.2014), Mexico & USA

Director Operations (partner, management consulting)

●Productivity consulting firm reducing operational, administrative costs, expenses.

●Clients with 200 to over 3000 employees.

●Increased profits on average 8%, Guaranteed 1 to 1 ROI. (savings).

●Defined challenges, improvements owners wanted. Strategic Planning.

●Productivity improvements over 15%. Reduced man-hours, overtime, installed best practices. LEAN, Six Sigma. Root cause analysis, ISO certifications.

●Installed management controls, position activities, process standards, kpi’s. Generated timely data for better decision making, MRP, ERP.

●Line “balancing”, determined required # of workers tied to standards, work volumes, lowered WIP, wait times between process activities.

●Improved activity processing, line efficiencies, increasing installed capacities. Lowered equipment changeover times, SMED. Increased line run times.

●Maximised inventory controls, cycle counts, provoking less schedule changes.

●Determined QC checkpoints during processing, reduced scrap, rework.

●Redesigned production, warehouse layouts, less material movements, easier sku Identifications, Benchmarking.

●Preventative maintenance, reduced equipment repair times, installed 5S, spare parts inventory controls, lowered equipment down-time.

●Designed performance based bonus systems.

●Involved cross-functional teams in change, continuous improvement processes. Facilitated “buy in” improved employee morale.

●Changed SLA’s, vendor kpi’s, continual search for new suppliers, lower costs.

●Reduced administrative activity times, eliminated activity duplications, position consolidations. Lowered month end reporting (financials) cycle times over 80%.

●Lowered budget costs. Continuous P&L monitoring. Led CAPEX projects.

●Integration of purchased companies, “turnarounds”. TRUPER (Jan.2000 – Mar.2006) Mexico & USA

Senior Manager Operational Efficiencies (striking tools)

●Reduced tool(s) production operating costs 20%. Wood shop tool handles, steel production, tool heads, assemblies,(hammers, shovels, wheel barrels, picks)

●Set operational standards for manufacturing, operations, logistics, distribution.

●Accomplished lowering costs per unit (tools) produced by 10%.

●MRP aiding purchasing, materials consumption, scheduling, production logistics and sales.

●Designed, installed worker bonus system tied to operational, individual performance indicators. Lowered tool production, assembly cycle times.

●Re-designed warehouse layouts, sku's closer to all doors (LEAN).

●Established operational, administrative infrastructure, organizational chart to support 300% revenue growth over 2 years. Strategic Planning.

●Succeeded increasing tool building installed capacities. Industrial engineering.

●Designed retail store model. Increased revenues in new marketplaces.

●Leader building a team environment, trust, respect among all Stakeholders.

●Responsible for a 500 person team. Coached, coordinated change management and installation of continuous improvement methodologies (LEAN, Six Sigma)

●Budgeting, P&L responsibilities, 7% reduction in materials, small sku revenue generators eliminated.

●Assured all health and safety requirements #1 priority. Synergetics(Jan.1987 – Nov.1999) Connecticut, USA

Senior Operations Manager

●A Worldwide Resource For Business Problem Solving.

●Improve company performance (kpi’s), efficiency, productivity.

●Reduce costs.

●Increase profits.

www.synergeticsww.com

Languages: English, French, Spanish

Computer: Word, Excel, PowerPoint

McGill University: Bachelors, Industrial Relations, major Economic

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