interim operations manager resume example with 19+ years of experience
JessicaClaire
Montgomery Street, San Francisco, CA94105609 Johnson Ave., 49204, Tulsa, OK
Home: (555) 432-1000
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Professional Summary
OPERATIONS MANAGER Professional whose commitment to excellence is clearly demonstrated by a record of success is seeking a position in Operations or Production Management. Offering hands-on experience in manufacturing, production and operational management, overseas and national logistics, warehouse management, inventory control, and a high level of computer proficiency.
INTERIM OPERATIONS MANAGER, 01/2017 to Current Republic Services, Inc. – Fort Mohave, AZ,
Supervise, train, hire, fire, and handle performance appraisals and progressive discipline for a team of 64 employees across 4 Production lines, 1 Service Parts Cell, and the Materials Department Manage the daily operations of 125,000 sq.
ft.
manufacturing facility, including walking the floor daily to see which lines are affected by absenteeism, and to consult with line supervisors regarding other issues that might affect production, and make the necessary corrections in order to meet daily production goals Facilitate the daily Production Meeting and attend all other meetings that involve planning of new products or processes to help insure a smooth transition or introduction to the assembly lines Formulate and manage the $815,000 Operations Budget, ensuring that expenditures do not exceed the monthly targeted goal Formulate and direct the implementation of process improvements and operating procedures in all areas under functional control to increase productivity and efficiency, optimize flow of materials and FIFO processes, and to eliminate waste Accomplishments: Implemented a One Piece Flow Project for the Screw Line, which eliminated over-picking and over washing completely The One Piece Flow Project also reduced turnbacks associated parts picking process by 95%, the majority of which were motor cover and slide valve rod turnbacks which have very small differences but cause run test failures Received 7 Bravo awards in first year on job, for valuable contributions and leadership capabilities, amongst other successes.
OPERATIONS MANAGER, 12/2014 to 12/2016 Kerry Ingredients And Flavours – New Jersey, NJ,
Supervise, train, hire, fire, and handle performance appraisals and progressive discipline for 3 tiers of subordinate employees across 4 departments Manage the daily operations of 250,000 sq.
ft.
manufacturing facility, including the following four departments under functional control: Production, Logistics, Sales, and Finance Direct plant-wide Safety Program; monitor, train, and supervise OSHA compliance Accomplishments: Implemented a Quality Control program with detailed inspection process prior to tractor shipping and delivery; which reduced the shortage/damage claims rate of 75% down to 7%, resulting in an ongoing savings of $3,500 per month Merged Assembly Warehouse into Parts Warehouse creating a stock model receiving process, which gave access to previously unobtainable parts and expanded the Parts Department inventory portfolio, resulting in an 8% increase in parts sales volume to the Dealer Network while simultaneously freeing approximately 5,000 sq.
ft.
of manufacturing space Implemented transition from mobile gantry cranes to 4 post overhead cranes, in order to increase productivity and improve ergonomics, resulting in a 20% increase, from 4 units to 5 units tractor output per assembly employee each week, while also increasing the foot print of usable space under each crane by 50%.
MATERIALS SUPERVISOR, 08/2013 to 12/2014 Air Products And Chemicals – Pasadena, TX,
Supervise, train, hire, fire, and handle performance appraisals and progressive discipline for 3 tiers of subordinate employees across 3 shifts operating 7 days per week Manage the day-to-day operations of 100,000 sq.
ft.
Distribution Center Manage forklift lease and maintenance program, and the Dock Operations Budget and Accounts Payable for two separate facilities Coordinate inbound and outbound load scheduling in partnership with three major transportation companies Conceptualized, designed, and implemented the plant's largest Kaizen project to-date, resulting in a $1.3 million yearly savings by consolidating freight from four outside warehousing companies into one company-owned Distribution Center Increased organizational efficiency in order to reduce warehousing manpower by 29%, saving TRW $280,000 per year Improved use of ASN and Inventory Control procedures on finished goods in returnable containers, which transformed a 65% transportation score with Ford, GM, and Chrysler to a score of over 95% Increased inventory accuracy from 81% to 88% by implementing a location barcode system to create a visualization for product flow and material movement from receipt to product shipment Negotiated changes in forklift lease resulting in an annual savings of $35,000.
LOGISTICS SUPERVISOR, 02/2011 to 08/2013 Signode Industrial Group – Elkhart, IN,
Manage, train, interview, hire, and handle performance appraisals and progressive discipline for a team of 65 employees working in three buildings on five manufacturing lines, three weld shops, and two powder coat paint shops Plan, implement, and control the efficient and effective flow of parts between a 750,000 square foot warehouse, two manufacturing buildings with a total of five production lines, and one off-site shipping facility Monitor inventory to ensure that lead time is functioning correctly in accordance with the principles of Lean Distribution Accomplishments: Conceptualized, designed, and implemented Kaizen projects in a two-year period that reduced manpower by 10 employees and saved KMA $700,000, including a redesign of the entire warehouse facility that improved employee productivity by 25% Redesigned all sequence picking areas to reduce the overall footprint by 15% and employee walking time by 20% Created an electronic parts ordering system (E-Kanban) that reduced the assembly line downtime by 15% which was caused by lost or misplaced paper Kanban tickets.
WAREHOUSE MANAGER/INVENTORY CONTROL SPECIALIST, 06/2005 to 02/2011 Nankai International – City, STATE,
Manage daily operations, coordinate bi-yearly inventory, and ensure the execution of operational procedures for a 750,000 square foot Lean Distribution warehouse with an average of $3.5 million of product Coordinate functional areas of activities such as: order processing, materials management, quality assurance, and cost control Perform the following logistics processes and methods including: flow, cost efficiencies, put away, safety training, and receiving Accomplishments: Transformed a disorganized, inefficient warehouse into a highly functional operation by totally redesigning the layout; this allowed the company with an average of 17.5% inventory loss to achieve less than 2% inventory loss in a one year period Utilized Excel to create a barcode system for all location and part numbers to create a completely scanner friendly warehouse system that has reduced human error by 75% Created a returnable container program that saved Nankai over $2.1 million in less than 5 years by reducing waste Utilized Excel to create a Target Number System that establishes a safe number of parts within a location on the production lines; Program reduced parts shortages by 80% Developed a stocking system using SNP, SMP, and EAU that eliminated the guesswork for supplying parts to the production lines; Reduced man power by 5% and line down-time by 20% Increased revenue by $200,000/year by exhaustively reviewing the BOM (Bill of Material) and finding missing inventory.
LEAD PERSON, 11/2001 to 06/2005 Kubota Manufacturing Of America – City, STATE,
Hired as an entry-level production worker, I received a rapid succession of promotions (Floater, Maintenance, Lead Person of the Receiving Dock) until I was picked to move to Nankai by Nankai's VP of Operations in America to manage their warehouse at KMA.
Accomplishments:.
Reduced man power required on the Sub-Assembly Cross Dock by 25%.
Reduced truck delivery and turn-around time by 5 minutes (from 25 to 20 minutes) which helped maintain a constant flow of parts from Tatsumi to Kubota, while also reducing the downtime caused by the cross dock from an average of 60 minutes to an average of 6 minutes downtime.
Education
BBA: , Expected in to Mercer University Atlanta Campus - Atlanta, GA GPA:
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