Customer Service Quality Control

** ******** ***. **** *. Willow Jr. 570-***-****

Northumberland, Pa. 17857 *******@*****.***

SUMMARYY OF QUALIFICATIONS

More than 20 years experience in Operations Management and administration. Advanced in responsibility from working supervisor through various management rolls to Plant Superintendent (Plant Manager) of a national and international commercial door manufacturing organization. Involved in all facets of administration, research and development, production, inventory, safety, quality control, customer service. Generated continued improvement daily to meet or exceed yearly budgetary expectations. A particular aptitude in understanding customer’s needs and troubleshooting problems and analyzing business issues to effect rewarding resolutions. With a strong sense of responsibility and effective operational discipline I was able to build exceptional relationships with all personnel in the company. An effective and creative problem-solver who focuses on win/win results. With persuasiveness and persistence team support pays off in achieving company goals.

PROFESSIONAL HISTORY

GLW Basement Specialist Northumberland, Pa. (2006 – Present)

Owner- Contractor, Providing home improvements, finish and rough carpentry, plumbing, electrical, waterproofing systems, finishing construction, concrete construction. Other responsibilities include estimates, sales, billing, profit & losses, scheduling, purchasing.

Cheetah Chassis Corporation Berwick Pa. (2008)

Production Coordinator; Responsible for reviewing customer orders and production schedules and coordinate the activities of work teams in order to ensure high safety and quality goals are met or exceeded. Follow the production process anticipating, investigating and resolving team problems ranging from quality/warranty issues to staffing shortages using root cause analysis to find solutions that stop problems from recurring. Other responsibilities include assisting with selection and training of new team members, providing guidance, performing counseling, policy interpretation. Knowledge of the entire production line and well versed in all company policies and procedures.

Mohawk Flush Doors (Masonite International) Northumberland, Pa. (1986 – 2006) Plant Superintendent (1996-2006) Responsible for all plant operations in the Northumberland facility and some of the operations in the South Bend, Indiana facility. Delegated staffing requirements for 250 employees daily. Directed and coordinated production, processing, and distribution. Ensured materials, labor and equipment were applied efficiently to meet production targets. Evaluated and resolved personnel grievances among staff. Extremely involved with research and development and special projects. Maintained conformity with state regulations. Ensured yearly budget remained intact. Met or exceeded company goals of $60M in yearly sales.

Supervisor (1988 – 1996) This position consisted of staffing personnel in that area, delegating all duties to employees, ensuring all safety procedures were being followed, ordering materials needed for that area, praising and disciplining associates when necessary.

Quality Control Leader (1986 – 1988) This position consisted of all specifications pertaining to customers’ requests or services. Implemented and maintained standard operating procedures throughout every operation in the plant.

EDUCATION / CERTIFICATIONS

Penn State Certificate in Supervision, State College, Pa.

Ark Wright Certificate in Loss Control, Baltimore, Md.

Shikellamy High School, Sunbury, Pa.

SELECTED ACHIEVEMENTS

Established policy for absenteeism to resolve production and quality issues within the company

• Set number of days employees could be absent in a 6 month time frame.

• After 3 days without a doctors excuse discipline was in order.

• 100% attendance qualified for monthly attendance bonus.

Result: Lower absenteeism (by approximately 25%), improved quality, and cost of production decreased because of reduced overtime.

Modified and implemented tracking system to improve customer service

• Evaluated computer requirements by department and ordered equipment as needed.

• Monitored progress of product flow from department to department.

• Assessed shipping loads prior to ship date to assure that customer specifications were met.

Result: Maintained daily fill rate efficiency from 98% to 100%.

Identified additional sources for raw material

• Evaluated and assessed current material inventory and needs by department

• Negotiated with additional venders to get the same, or better, quality material for less cost.

• Bought product in bulk to obtain better price.

Result: Reduced purchase costs and more efficient delivery significantly impacted bottom line profits, in one case by approximately 40%.

Identified that production costs were higher than desired due to excess overtime

• Reviewed daily reports to identify areas of deficiency

• Conducted time and activity studies.

• Implemented lean manufacturing mythologies to increase employee accountability

Result: Minimized overtime to zero in most departments and only essential overtime in others.

Leading people in the direction you want them to proceed.

• Printing up personal achievement awards

• Giving employees company logo items to excel in there area

• Giving employees the information and the tools to achieve there goals that were set.

Result: Reduced production time by approximately 20%.

Persuading employees of the importance of a safe work environment.

• Good House keeping reduces tripping hazards.

• Explaining lock out tag out procedures.

• Using standard operating procedures (SOP)

Result: Healthy employees and compensation claims were reduced to almost zero.

Plan and organize the start of a new production line.

• Getting quotes for pricing on new machinery, time frames for installation.

• Scheduling all people involved in the new project to hit the drive date set for start up.

• Test runs to work out all the glitches.

Result: Higher quality because of high tech equipment and greater production numbers (approx. 30-50%).

Supervise and modify the flow of the plant.

• To make as straight of a line from receiving raw material to shipping finish goods.

• Taking out any unnecessary steps in all departments.

• Solving any bottle necks in the process.

Result: Approximately 20% increase in productivity with a smooth transition from one department to the next with lower labor costs by re-assigning production staff.

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