Business Process Improvement Manager Resume Example
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BUSINESS PROCESS IMPROVEMENT MANAGER
Professional Summary
To lead business process improvement and innovation projects and technology-based solution implementations for a customer-centric organization utilizing project management, Six Sigma LEAN and Agile concepts. Act as a change ambassador and educator to streamline organization back-office and customer-facing policies, procedures and practices to enhance the customer experience, improve employee job satisfaction, reduce expense and increase shareholder value. Extensive grocery wholesale supply chain and retail experience in contact center, marketing, merchandising, information technology, telemarketing and PMO roles. Customer-focused, strategic, results-driven Project Leader a track record of delivering exceptional outcomes through business process improvement and innovation as well as technology-based solutions. Skilled collaborator comfortable working at all levels within a matrix organization. Proactive in addressing stakeholder expectations, scope, risks, constraints, as well as unanticipated events or situations while achieving project goals and objectives. Experienced supervisor with excellent oral and written communication skills. Certified Project Management Professional (PMP), Certified Manager of Quality and Organizational Excellence (CMQ/OE) and Process Improvement Facilitator.
Expertise:
*Passion and Commitment to Service Excellence
*Manage Complex and Diverse Projects Across Numerous Departments and Locations
*Team Building, Facilitation and Change Management
*Process Transformation and Continuous Improvement Initiatives, Quality and Six Sigma LEAN Methodologies
*SDLC, Agile and SCRUM Methodologies
Skills
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Work History
07/1997 to 06/2015
Business Process Improvement ManagerPaychex
- 19 billion publicly traded firm), Aurora CO Managed the project management, process improvement and innovation, information technology, quality assurance, knowledge management and training teams within SUPERVALU's Corporate Customer Service Department.
- The department includes both inbound customer service and outbound sales segments.
- The inbound business:business customers include: 4,000 independent, franchise and corporately-owned grocery store owners/managers generating 900,000 transactions annually.
- The outbound telemarketing sales segment includes 1,200 select store owners/managers generating $75M in incremental sales annually.
- Developed the inbound contact center application strategy and managed the development and deployment of all applications and suite the of customer and administrative tools with interfaces to mainframe financial, order, warehouse and transportation systems; customer databases, recall management, call router, IVR, CTI, PBX, CMS, eWorkforceManagement, Quality Management, field user tools and desktop fax/email.
- Enhancements have resulted in an estimated 30 FTE reduction in staff while contact volume has remained steady.
- Led the development of the outbound telemarketing suite of applications including item/promotion entry application for field users, sales specialist application, automatic mainframe order upload, weekly preview email to customers, item maintenance exception alerts, numerous KPI and other reports.
- Process and systems improvements resulted in a staffing decrease from 7 FTEs to 5 FTEs.
- Transitioned 22 newly-acquired Distribution Centers and their retail customers to the contact center.
- Conducted policy, procedure, systems and reporting gap analyses, developed and executed plans to address customer service-related gaps and training needs of all affected audiences.
- Projects were an integral part to standardize newly-acquired facilities on SUPERVALU systems and processes each with a budget ranging from $20M-$40M.
- Customer satisfaction survey results indicated 92% of customers were very satisfied/satisfied with the service provided by the contact center.
- Managed project to streamline contact center policies and procedures to eliminate process waste and duplication of effort, reduce talk time, after call work, average days to close while increasing customer satisfaction.
- Performed an intensive analysis and categorized resulting recommendations along with an appropriate implementation strategy for each type - from low hanging fruit to controversial.
- Collaborated with region partners to implement recommendations supported real-time alerts and trend reporting.
- Launched a successful pilot program to assess the viability of incorporating SUPERVALU's consumer customer service into the contact center.
- Pilot assessment metrics, financial analysis and customer satisfaction results were extremely favorable.
- Managed the corporate-wide development and delivery of a training and communication plan support the implementation of a new PBX IVR/CTI solution in SUPERVALU's IT Help Desk, Facilities Management Desk and Human Resources Contact Center.
- Collaborated with all affected contact center teams, corporate and independent retailers and SUPERVALU communication coordinators and executive leadership teams to ensure affected parties received timely communication, training and ongoing support.
- Led the corporate-wide Shrink and Expense Reduction Committee dedicated to reducing supply chain shrink and expense, contact center expense and protecting company assets while improving customer service.
- Led the development and execution of an enterprise-wide warehouse selector shrink reduction training and education program indirectly resulting overall shrink reduction of 0.2% during the first year of implementation.
- Managed the contact center portion of a major initiative to move from 3 region headquarters and one produce operation to 2 region headquarters.
- Assimilated an additional 4.2 CSR FTEs of work with no adds to staff through process and systems improvements.
- Developed an executive scorecard and presented information and suggested solutions during biweekly meetings with EVP and President of Supply Chain, Region Presidents and their executive leadership teams.
05/1995 to 07/1997
Program ManagerUniversal Health Services – Austin , OH
- Managed the program network to implement SUPERVALU's corporate-wide reengineering initiative, ADVANTAGE.
- Developed a master implementation plan for all of the ADVANTAGE projects.
- Worked closely with Initiative Champions to ensure project deliverables were executed as planned.
- Provided department and executive leadership with status updates.
- Transitioned ownership of the programs to region leadership teams.
- Monitored and controlled program implementations and provided ongoing project support to ensure successful implementation of each initiative.
- Led the project to launch SUPERVALU Corporate Customer Service COE including strategy, business model formation, site selection, infrastructure/hardware/software planning, staffing, training and transitioning decentralized customer service functions into the newly-formed centralized location.
03/1994 to 05/1995
Region Technical Grocery Supply Chain BuyerPae Government Services Inc – Mansfield , VA
- Procured grocery inventory from manufacturers for four Distribution Centers supplying 1,000 SUPERVALU banner and independent retailers throughout the Midwest.
- Achieved high service levels at minimum inventory levels.
- Negotiated $450,000 in additional vendor funding for fourth quarter, fiscal year 1995.
- Led initiative to address competing priorities and improve service level metrics through increased communication and collaboration.
- between the region's Technical Buying, Investment Buying and Military Department Teams.
- Northern Region Project Leader responsible for implementing SUPERVALU's new Cost to Sell Retail Pricing System.
12/1992 to 02/1994
BuyerAssociated Grocers – Fredericksburg , LA
- Procured grocery inventory from manufacturers for one to four Distribution Centers supplying between 300 - 1,000 SUPERVALU banner and independent retailers.
- Achieved high service levels at minimum inventory levels.
- Achieved a 98.5% service level while reducing aged inventory to .87%.
- Led initiative to address competing priorities and improve service level metrics through increased communication and collaboration.
- between the region's Technical Buying, Investment Buying and Military Department Teams.
- Project Leader responsible for implementing SUPERVALU's new Cost to Sell Retail Pricing System within the Tacoma DC.
04/1986 to 12/1992
Retail Marketing SpecialistOlson's Foods – Lake Charles , STATE
02/1982 to 06/1985
GM/HBC Department ManagerCity , STATE
Education
October 2002
Master's: Project Management
George Washington University School of Business and Public Management -
Project Management
George Washington University School of Business and Public Management -
Project Management
B.S: Business AdministrationCentral Washington University - City, State
Business Administration graduated magna cum laude in March 1990
Business Administration graduated magna cum laude in March 1990
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Resume Overview
School Attended
- George Washington University School of Business and Public Management
- Central Washington University
Job Titles Held:
- Business Process Improvement Manager
- Program Manager
- Region Technical Grocery Supply Chain Buyer
- Buyer
- Retail Marketing Specialist
- GM/HBC Department Manager
Degrees
- Master's : Project Management
B.S : Business Administration
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