Customer Service Supply Chain

ABRAHAM JOSEPH

**** ****** **** **** 951-***-****

Corona, CA 92880 E-mail -********@***.*** Cell 951-***-****

SUMMARY: Fifteen years of operations management career with start up, turnaround and high growth corporations. Results oriented leader with a record of improving profitability and building successful teams through change management and innovative strategies. Directed more than 10 plants nationwide, reducing operational cost and improved sales. Offers productivity improvements through LEAN and SIX SIGMA implementation. MBA from one of the top 20 University.

• Lean Manufacturing Champion • OSHA and EPA compliance standards

• Six Sigma Green Belt

• P&L management & Budget analysis • Restructuring and team building

• Customer care and sales forecast

• Cost reduction & Revenue Gain • Systematic Problem Solving (SPS)

• Quality & Statistical Process Control

• Global supply chain management

• Routing guide compliance per retailer • Kaizen and Standard Work

• Strategies planning and Purchasing

• Inventory accuracy and reduction

WORK EXPERIENCE

EQUUS, Pomona, CA

Senior Director of Operations Jan 2007 to Present

(Largest high tech system builder in the country with 6 manufacturing plants and $150 million in sales, Major supplier to Level3, Siemens Energy, Walgreen, Wal-Mart and other retailers and OEM)

Responsible for 6 plants nationwide of operations, supply chain, distribution, engineering, customer service, call center. Full P&L responsibility and reporting to the CEO. Remote management of multi plant operation with direct reports of 14 staff plant managers and regional managers.

• Reduce the operations cost 60% by implementing lean and six sigma manufacturing methodology

• Reduced fixed cost 40% by shutdown plants and achieved customer needs by logistic leverage

• Standardize business process among multi plants and establish measurable goals.

• Reduce cost per unit from $65 to $12 by KAIZEN implementations.

• Reduced logistic cost 40% by negotiating and changing logistic carriers

• Established excellent service program and earned high service and quality ratings.

• Established and certified manufacturing and distribution plants with ISO9001:2008 standards

• Maintain 5 S with tour ready visual factory and lean production flow.

• Achieve inventory accuracy at 99.97% by implementing security and control process.

CMGI - ModusLink, Ontario, CA

Director of Operations March 2006 Jan 2007

($1billion-dollar supply chain enterprise with locations on four continents. Supply chain for Linksys)

Responsible for start-up and implementation of supply chain, inventory control and operations planning of a $1 billion IT products distribution to North America and South America for Cisco System (Linksys). P&L responsibility including contract negotiations, design, hire and transition of distribution to 3rd party.

• Start-up of a 185K sq ft distribution center with 10K pallets racks positions at 40% below budget.

• Designed and implemented one-piece flow layout in distribution and manufacturing by using Lean & Six Sigma methodologies and reduced labor cost $160K per month, 60% reduction in labor cost.

• Implemented routing compliance per retailers and achieved 99.85% inventory accuracy.

• Hired and trained management team and established contract with temporary labor provider.

• Established statement of work (SOW), pricing and User Acceptance Test (UAT) for 3rd party logistic

CHEP USA, Orlando, FL

Plant Manager March 2003 Jan 2006

($2 billion pallet and container pooling service with 180 manufacturing plants in US)

Full P&L responsibility for the strategic planning, operating management and start up of $20 million revenue manufacturing organization. Established standard works, developed business plan, hire employees and managed all production control, scheduling, quality, shipping/ receiving, materials and financial reporting.

• Shutdown and move operation from a 350K SqFt building to a 100K SqFt building to process double the sales volume by using Lean & Six Sigma manufacturing methodologies.

• Visited and benchmarked global best practices in technology and process to open new plants.

• Developed infrastructure, hired management team and hourly employees, implemented 5S, standard work, Kunban ordering process, zero harm safety process and Kaizen.

• Designed and implemented operation excellence with 6 sigma and lean manufacturing concepts and deliver the lowest Cost in the world.

• Design and start up of a new plant with continues flow by using Factory Management System (FMS, wonderware), Allen Bradley drive system and Vehicle Mounted Terminals (VMT).

• Transitioned two plants from 3rd party management to CHEP management and reduced operating cost 40%, zero quality rejection and 99.97% delivery reliability; received the Presidents Excellence Award.

• Achieved superior AIB (American Institute of Backing) standard by implementing GMP.

Meade Instruments Corporation, Irvine, CA

Plant Manager June 2000 to Feb 2003

($150 Million Technology Company, a world leader in the manufacturing of telescopes and accessories)

Report to V. P. of Manufacturing. Direct staff of seven department managers and 400 hourly personnel. Manage $35 Million in operating budget; areas include machine shop, optics, assembly and distribution center in a 165K square foot building. Developed and plan sales forecast, plant cost, production capacity, key productivity programs, material reduction programs and headcount.

• Transitioned intermediate astronomical product assembly from Irvine, CA to Mexico and reduced labor cost by $2.3 million, a 70% reduction.

• Reduced quality defects 60% by implementing quality process based on ISO9001 standard.

• Reduced finished goods inventory from $48 million to $26 million by implementing MRP.

• Implemented operations performance standard and improved efficiency by 20%

• Developed strategic business plan for free space optics and built a 10,000-sq/ft clean room.

• Implemented OSHA compliance safety standards, safety measurements and reduced recordable injury by 40%; worked 196 days without OSHA recordable injury.

• Transitioned plastic injection molding from Taiwan to US reduced cost by $400K and process raw materials on Just-In-Time (JIT) basis.

Safeguard Business System Inc, Los Angeles, CA

Production Manager October 1998 to May 2000

($100 Million premier business forms and Print-On-Demand with a nationwide network of 400 franchisees)

Developed and implemented team based work environment. Managed a team of seventy people in Customer Service, Graphic design and Printing. Developed and managed $5 million in direct labor and overhead cost budget. Key member of the plant leadership team for strategic planning.

• Reduced Return and Allowances by 50% from 1998 to 2000 by implementing TQM.

• Transformed order entry to delivery processes using the e-business technologies resulting in transactional cost saving of over $1 million annually and a faster order-delivery flow.

• Reduced cost per unit by 20% by reducing material loss and headcount reductions

• Developed and implemented customer care programs for key accounts. Strengthened relationship with channel partners. Customer retention improved from 70% to 97% due to overall rise in customer satisfaction.

Avery Dennison Corp, Monrovia, CA

Quality Assurance Team Leader April 1989 to October 1998

Avery is a Fortune 500 manufacturer best known for its Avery-brand office and consumer products, self-adhesive materials, peel-and-stick postage stamps and labeling solutions. Responsible for implementation and management of divisional strategy based on a system of prevention and continuous improvement utilizing employee involvement. Responsibilities included ensuring that the final product met assigned specifications, provides Certificate of Analysis, processed customer complaints and corrective actions; communicate quality related loss to plant leadership team and supplier quality relationship.

• Implemented internal and external corrective action process that reduced customer complaint by 30% and R&A loss by 40%

• Implemented raw material quality inspection process and reduced internal loss from 12% to 2%

• Reduced release variability by 40% using Systematic Problem Solving and SPC system

• Developed Quality Manual based on ISO 9000 Standard for internal and external use

• Led successful desertification of a union that had been in place over 40 years

• Qualified and transferred new technology from sister plant which increased the capability to qualify fourteen new products.

• Increased the lot tractability through implementation of ERP system, enabled to trace product from raw materials to finished goods

• Reduced set-up scrap by 40% and set-up time by 60% by implementing lean methodologies became the first plant in the Fasson Roll NA to operate at a world-class loss rate.

• Increased the machine productivity (machine speed) by 40% through employee involvement and received Avery’s “Excellence Award” amongst 100 other strategic business units

EDUCATION/SEMINARS

MBA, Pepperdine University School of Business Management, Malibu CA – July 2002

Bachelor of Science (B.S) in Accounting, Pomona, CA – 1999

Lean Green Belt/Black Belt Training

Six Sigma Green Belt Training – CSU Fullerton

American Institute of Backing (AIB) Certification

Lominger Competency & Matrix Organization & Effective Performance Measurement

Business negotiation and the resolution of conflicts & Organizational Dynamics and Managing Changes

Keppner Tregoe Problem Solving and Decision Making Skills (K.T)

DDI – Development Dimensions International, Targeted Selection & Extraordinary Customer Service

Total Quality Management (TQM) and Supplier Certification

Dupont STOP Safety program & Safety R3 Analysis

QAD – MFG/PRO – Integrated Manufacturing Computer System

High Performance Organization (HPO), Systematic Problem Solving, One-to-One Communication

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