Customer Service Supervisor

John Ballard

Lancaster, SC

Home: 803-***-****

Cell: 803-***-****

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

SUMMARY OF QUALIFICATIONS

Dedicated leader with experience in management, distribution, customer service, production planning, & various areas of the warehouse operation. Proven track record of improving efficiency, productivity, & profitability through process improvement. Outstanding skills in the areas of motivation, communication, training, customer service, data collection & analysis, presentation, & attention to detail. Excellent track record at identifying and developing talent.

SKILLS

- Kronos payroll software

- MS Word, Excel, Powerpoint, Access; Windows (Vista, XP, 2000, 98, 97, NT, 3.1)

- MS Outlook, Lotus Notes, Eudora mail software

- Internet Explorer

- Six Sigma Greenbelt

- SAP

- SQL

- AS400

- WMS (warehouse management system)

- DCS

- TPS (transportation planning system)

- Various supervisor training classes

- Telecommunting

- RDT & RF Scanner equipment

- Forklift certified & experience training associates on safe forklift operations in accordance with OSHA PIT rules.

- ISO compliance

- OSHA compliance

- Select, hire, train, & appraise associates

- 3PL (booking through 3rd party logistics providers)

EXPERIENCE

(DMSI)

2009 – Present

- Manage a team of up to 70 associates in a Retail Distribution Environment.

- Coach & train the associates in retail distribution functions.

- Accountability through consistent feedback.

- Manage the flow of the work to maximize efficiency while minimizing labor & other variable expenses.

- Manage several areas effectively at the same time.

(Cooley Group.)

2008 – 2009 Production Supervisor

- Supervise productivity of 2 extrusion lines making billboard material & making roofing material on the night shift.

(A.O. Smith Corp.)

2007 –2008 Production Supervisor

- Supervised 25 - 60 employees

- Implemented a cost saving project that saved the company $100,000 per year. Moved from liquid paint to power paint system that improved quality & productivity as well as saved the company money.

- Educate the new employee on what is expected before the employee was put to work. Points communicated were on safety, quality, productivity, attendance, & teamwork. Provide the new employee with an orientation of the potential depts. they could be working for by showing them each dept. & what each dept. key function involves. New & current employees loved this method of orientation.

- Achieved 500 earned hrs. per day as a plant objective. Moved to an electronic reporting system to give real-time feedback on daily earned hrs. & where we needed to direct resources to achieve the daily & monthly earned hrs. objectives.

- Worked with plant to implement CI improvements & Kan Ban inventory systems.

- Attracted business to the Charlotte facility from a competitor.

(Black & Decker (U.S.), Inc.)

2005 – 2006 Specials/Quality/Rework Supervisor

- Supervised 60+ associates

- Supervised multiple depts.

- Developed an orientation program to educate potential employees on what is expected from the employee in the ways of safety, quality, productivity, attendance, & teamwork before the employee was allowed to start working. The point of the program was to educate the employee on what is expected prior to beginning work primarily to open communication, improve safety, & orient the employee into a team environment.

- Proposed an efficient layout of the work area that would combine the Specials, Rework, & Quality area into one work area that would increase efficiency, save $, reduce Lead headcount, increase safety. Proposal would have increased the efficiency of the work area flow by 50%, saved $100,000 in labor, & allowed free flow of inventory into & out of the work area.

2003 - 2005 Receiving/Shipping Supervisor

- Supervised 40+ associates

- Completed a project that redid almost 200,000 sq. feet of distribution center dock space & storage space to increase efficiency & allow more in-flow & out-flow of product. The project took the receiving docks & moved them central to storage space thereby increasing inbound throughput by 35%. The project reorganized the shipping docks to consolidate the staging of all outbound pallets – this project reduced the travel time of shuttle drivers & loaders by 35% & allowed the shipping operation to load customer trailers more quickly & reduce overall cycle time.

- 3rd shift inventory errors eliminated through communication, training, & accountability. Took 3rd shift receiving from being the worst (in terms of receiving errors) to being the benchmark shift on how to receive inventory at the Black & Decker Ft. Mill Distribution Center.

2002 - 2003 Profiling Supervisor

- Responsible for supervising 3 associates

- Responsible for slotting of all inventories in facility

- Took the entire repackaging area & reorganized the area according to pick volume & ergonomic efficiency. Reprofiled several thousand skus into more appropriate pick/stock locations & increased throughput plus reduced stockouts.

- Worked with the IT team to create a report that forecast sales of products before orders came through the distribution center. This report was designed to forecast product flow of all skus to an accuracy of + 1%. The report successfully allowed data analysis of all skus to profile ahead of forecasted sales. This objective was successfully completed within a 3 month time period & sku forecast remained accurate within the + 1% goal for several years.

1997- 2006 Production Planner

- Planned the daily workload in a timely and manageable manner for warehouse processing

- Communicated special shipments to operations

- Planned of special account orders

- Resolved issues with customer orders

- Communicated with other production planner(s)

- Profiled sku as necessary to fill customer orders

- Answered questions and advised the floor on daily volume of customer orders

- Booked Sears and Grainger loads with the customer’s carriers – communicated with operations, customer, & carriers 3PL (booking through 3rd party logistics providers)

- Worked with transportation and shipping given the available carriers and dock space

- Completed process improvement projects

- 24/7 planning availability – telecommuting & on-site planning

- Some working SAP / TPS / WMS knowledge required

1997 - 2000 Systems Support Specialist

- Monitored computer system’s interaction with 75 to 100+ associates

- Resolved of issues with broken computer and printer equipment

- Worked with supervisors, leads, maintenance, and CAC (Customer Assistance Center) to resolve problems with: RDT (Radio Data Transmitters), RF (Radio Frequency) Scanners, WMS (Warehouse Management System), Raymond DCS carousel system, P.C.s, and SCS (Sort Controller System)

- Responsible for system shutdown: week, month, quarter, & year-ends

- Responsible for access to multi-million dollar servers

- Suggested improvements to the system and follow up on issues that can not be immediately resolved

- Dealt with power outages affecting our systems

- Worked within department to get daily workload completed

1996 –1997 Team Leader - Repack

- Daily assignment of duties to repack associates (15 to 25)

1992 - 1996 D.C. Associate

- Worked in a distribution center in the shipping, receiving, picking, and palletization areas of the warehouse operating forklift & other powered equipment

- One of only a handful of hourly associates picked to move from the MD distribution facility to the SC facility.

- Successfully proposed reorganizing the pick-to-belt picking area to increase product flow. The proposal involved moving totable items to where the boxes of totes are stored. Prior to the proposal it took the pick-to-belt associate 50% of their time stocking totes. After the proposal the pick-to-belt associate spent 5% of their time stocking totes. That is a 90% reduction in tote handling allowing the picker to spend 95% of their time processing orders.

- Successfully proposed reorganizing the VNA storage PNDs (Pick-up & Deliveries) racks. Prior to the proposal, the forklift driver had to guess where to put product – there was outbounds mixed in with inbounds. By reorganizing the PNDs, all forklift drivers knew where to place product & no longer had to guess which pallets are inbound & which pallets are outbounds. This increased the throughput of the receiving, stocking, & shipping associates by taking the guesswork out of the process.

(ACT I Video)

1988 – 1991 Clerk

- Work the cash register handling the checkout & return of movies

- Stock store shelves with returned movies

- Recommend movies to customers

- Keep track of new movie reserve list

- Work holidays, weekends, evenings

- Open & close the store when needed

EDUCATION

University of Phoenix – online

- 07-2003 Bachelor of Science in Business Administration (3.56 GPA)

University of South Carolina

-Lancaster,SC

- 05-1999 Associates Degree

North Carroll High

-Hampstead, MD

- 06-1991 Accelerated Academic

References furnished upon request

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