Customer Service Manager

JERALD THOMAS

*************@*****.*** • 563-***-**** • www.linkedin.com/in/jeraldthomas

KEYWORD SUMMARY

Supervision

Operations

Employee Development

Training

Project Management

Scheduling

P&L

Records Management

Estimating/Reporting

OSHA

Lockout/Tagout

Safety

Quality Control

Cost Controls

Policies and Procedures

EXPERIENCE

GenVentures (A for-profit subsidiary of Genesis Health System) 1987 to 2011

Operations Manager, 2005-2011

Crescent Laundry Division, Davenport, IA

Management team member with responsibility for revenue generation, cost savings, financial and labor reporting, and customer satisfaction. Developed production, customer management, and inventory control programs to increase efficiencies and decrease costs. Scheduled delivery routes and supervised drivers. Provided production records on a regular basis to managers and plant personnel.

• Developed an Access Database, created reports that included payroll, production, routing chemical usage, customer information, safety lists and equipment information. Utilized historical data to evaluate operational and marketplace trends.

• Implemented lean management concepts. Organized departments to reduce turnover and developed a customer database that outlined special client instructions.

• Upgraded and implemented safety programs, provided OSHA training, customized training schedule, and collaborated with safety consultant to ensure all employees received required training. Served on the Textile Rental Service Association Safety Committee.

• Developed over written policies and procedures to comply with healthcare laundry accreditation that was initiated in 2006. Achieved initial accreditation within six months and subsequent reaccreditation with the Healthcare Laundry Accreditation Council (HLAC) in 2009.

• Upgraded production-monitoring system to reestablish its operational capabilities and modified the software to assure accurate and more user-friendly reporting capabilities.

• Reduced turnover in a very diverse workforce and improved productivity 10% by effectively managing employees, teaming with supervisors, cross training and rotation to different stations to reduce boredom and increase skills in one department. Achieved a turnover rate of 20-30%, which was a significant decrease from previous high of 400-500%.

• Developed relationships with customers and created an annual customer satisfaction survey that resulted in more focused efforts to meet client requirements.

• Modified truck routes to save mileage and reduce delivery times. Developed records to measure results and adjusted staffing needs depending on business volume.

General Manager, 1987-2005

Illinois Laundry Division of Crescent Laundry, Ottawa, IL

Responsible for the financial and operational performance of a division with nearly $1.6 million in annual sales. Directed a staff of 48 people in a unionized facility; prepared and managed operational and capital budgets. Prepared customer estimates and bid jobs.

• Developed and empowered a self-directed and ethnically diverse workforce. Identified leaders and lead workers, which resulted in reducing supervisors from five to less than two.

• Adjusted staffing and other expenses to meet fluctuating sales and to create a flatter, more effective organizational structure.

• Developed an Access database to run management reports. Created Excel programs to record financial and sales data, inventory, safety programs, and customer service information.

• Developed labor strategies and participated on the bargaining team for union negotiations. Successfully controlled labor expenses while minimizing turnover.

• Created and instituted production standards that resulted in a12% increase in the department productivity.

• Initiated marketing and promotional strategies, including sales aides, product brochures, direct mail campaigns, and customer surveys. Due to rebranding, gained new customers and reacquainted current customers with the services the company offered.

• Supervised the maintenance staff. Reorganized maintenance processes to establish a preventative maintenance program and coordinated equipment installation and removal with rigors and tradesmen. As a result, reduced downtime and lowered costs to the level of 10 years prior.

• Assumed all sales and customer service responsibilities in 2003 following retirement of sales manager.

Prior to 1987:

Madison United Hospital Laundry, Madison, WI

Production Superintendent; Finish Floor Supervisor

Drexel Company, Incorporated, Madison, WI

Manager; Assistant Manager, Milwaukee Store

EDUCATION AND TRAINING

University of Wisconsin at Madison, Madison, WI - Bachelor of Science, Rural Sociology

Madison Area Technical College | Illinois Valley Community College

• Accounting and Computer Programming, 26 credits

• Ed2go – Online computer courses

• Various courses/seminars on healthcare laundry, supervision, and management through TRSA

SOFTWARE

Microsoft Excel, Access, Word, and Outlook | CAD

PROFESSIONAL MEMBERSHIPS

Textile Rental Association of America (TRSA), Member - Safety Committee, 2009-2011; Plant Operations Committee, 2003-2009

Kiwanis - Ottawa Club Member - President 1998-1999 and 2003-2004

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