Lima, Ohio, United States
Healthcare Executive | Operations Improvement | Change Management -Senior-level operations leader skilled in creating and executing forward-thinking strategies. -Skilled in the selection of high performing teams through identification of strengths, developmental opportunities and succession planning. -Consistently delivers exemplary operational performance by creating best practice processes and operational excellence standards. -Successfully led change initiatives through all major consolidation and system conversion projects across multiple geographies and functions. -Recognized as an effective leader who motivates teams to improve performance and leadership behavior.
Responsible for all distribution functions that support all US distribution centers, ~120 team members, and daily DC performance & reporting for 250,000 sq. ft. RDC. Developed and incorporated an order audit process for Refinish and SEM businesses. Doubled the shipping output of lines per day in SEM from 500 LPD to 1000 LPD. Developed the rack optimization for refinish and SEM areas to improve pick path & picking output. Reduced SEM backorder lines from $6.3M to $1M lines in 12 months. Reduced Refinish backorder lines from48K lines to 3000 lines in 12 months. Developed and established a SEM cycle counting program (SOP, forms, and trackers). Developed Refinish and SEM daily metrics, KPI tracking – (Accuracy, performance, dashboards, Safety – CAIRs, Incidents, spills, safety observation program, Exports, turnover/retention and relabel). Established kit building process, a Safety Team incorporating monthly meetings, safety videos and safety observations, a housekeeping program including a project and cleaning team. Enhanced our Spill sheet and trackers to better measure costs and drive awareness/accountability. Developed a leadership development program. Developed a NHO (New Hire Orientation) program to properly onboard new hires effectively. Reduced turnover from 54% in FY22 down to 7% in FY23. Developed General Manager & Supervisor Onboarding. Developed Receiving Metrics for awareness and accountability. Developed an Inbound Receiving Schedule to better manage inbound flow of trailers. Achieved the CAIRs goal (7 days) averaging 5 days or less each week. Standardized/simplified our Riser & Alarm Building Process. Developed Lean 101 Rollout for the DC. Developed and rolled out our PIT Makeover setting PIT standards. Established a cadence for gap coverage in key/critical roles in all departments. Developed monthly events calendar incorporating key events (team building, family fun events, monthly and quarterly celebrations, costume contests, etc.) to drive culture.
Responsible for all distribution functions that support all US distribution centers, ~120 team members, and daily DC performance & reporting for 250,000 sq. ft. RDC.
Operations Manager Responsible for all distribution functions that support 128 Lowe’s Home Improvement stores, ~250 team members, and daily DC performance & reporting for 1.2MM sq. ft. RDC. Optimized the interview process for recruiting and leader development Increased business relationships between coaches and team members and bridged gaps in communications Co-leading the RPI Team (Lean/Six Sigma) that has improved communications and performance between conveyable and non-conveyable loaders, put-to-store areas, Mod picking & housekeeping, inbound receipt processes Created team member and coach 1-on1 meetings to improve business partnerships and connectivity Improved weekly shift performance from 114% to 123% Reduced safety incidents from ~35 down to ~9 monthly, through adapting safety as a value Increased throughput cube per man hour from 50.9 to 60+ through accountability and efficiency improvements Improved shift safety ORI trends from ~30 consecutive day increments to over 454 days, to include multiple weeks with no incidents, and continued trends over ~350 days safe
Operations Manager Responsible for all distribution functions that support 128 Lowe’s Home Improvement stores, ~250 team members, and daily DC performance & reporting for 1.2MM sq. ft. RDC. Optimized the interview process for recruiting and leader development Increased business relationships between coaches and team members and bridged gaps in communications Co-leading the RPI Team (Lean/Six Sigma) that has improved communications and performance between conveyable and non-conveyable loaders, put-to-store areas, Mod picking & housekeeping, inbound receipt processes Created team member and coach 1-on1 meetings to improve business partnerships and connectivity Improved weekly shift performance from 104% to 114% Reduced safety incidents from ~35 down to ~9 monthly, through adapting safety as a value Increased throughput cube per man hour from 50.9 to 58.5 through accountability and efficiency improvements Improved shift safety ORI trends from ~30 consecutive day increments to over 255 days, to include multiple weeks with no incidents, and continued trends over ~150 days safe
Responsible for successfully integrating all Gulf South Medical Supply and PSS World Medical distribution centers into the McKesson Medical Surgical network (3C’s – consolidations, constructions & conversions) Led 23 events (3C’s) & Supported 4 events from Oct 2013 to 2016 representing ~$850M in revenues comprised of 12 consolidations, 15 conversions/EC3PL/revenue moves Leveraged cross functional teams to achieve goals and overcome system constraints and integrations requirements in order to maintain customer integrity Developed and deployed operational project plans and completed each event ahead of schedule with an overall event completion within 3-year vs. our 5-year target and were 10% below our financial budgets. Led debrief exercises to ensure success for all upcoming events contributing to early completion of plan Authored operational project plan templates and performance standards to ensure consistency among all events Ensured efficiencies of all necessary work streams in communications and calls leading into and following an event Developed operational performance metrics to drive event success while maintaining internal and external Customer satisfaction Created and led team training sessions for core team development resulting in 7 core team members being promoted into leader roles Established Customer experience criteria for each event with key local leadership team
Responsible for annual revenue ~$300M with ~295 team members, 10 direct reports and the financial performance of 10 distribution centers and 4 break freight locations. Successfully led and executed 7 business acquisitions, 12 distribution center system conversions, 13 re-rack projects and 5 distribution center moves Subject matter expert to co-develop all Sarbanes-Oxley procedures with our Internal Audit team Generated and defined field financials (P&Ls), performance metrics, compliance & regulatory standards Designed, built and led all core team leadership training and development classes (to include succession planning) Created Operations/Sales partnership with all region Zone VP of Sales to continue developing standards and best practices for operational success and Customers satisfaction. Drove key business and continuous improvement initiatives in role of Lean business leader and Lean Czar for 5 years Operations Excellence Leader for 9 years played a key role in strategic planning process Led team in collaborative process to build to generate 3-year business planning & annual strategic planning processes Identified companywide Operations Metrics and developed strategies and specific goals tied to performance incentives Improved region inventory absolute dollar variance percent by 45% on inventory value of ~$25M Achieved 1st Place Region Safety rating 4 years in a row (region more than 350 – 1800 days safe) Reached Team Compliance Quarterly Assessment scores above 99% (3 years in a row) Improved Branch Lead Time by 20% past 4 years through inbound scheduling standards Exceeded in Ops Metric performance – 1st Place (6-years in a row), Top performing branches in inventory accuracy, customer satisfaction, employee retention, safety and financials