Joseph Diehl Email and Phone Number

Manage key operational functions including purchasing, inventory management, hiring, training, safety, sanitation, facilities management, risk management, policies/procedures, regulatory compliance, logistics, production, and packaging.Focus efforts on cost efficiencies, productivity, quality, lean operations, and profitability.Compare performance versus goals using key metrics.Streamline and re-engineering workflows and processes.Serve as a catalyst for positive change and transformation management.

Oversaw daily manufacturing operations. Acting president in his absence. Managed work force of 150 employees. Developed KPI’s for production. Implemented an employee reward program based on compliant products and prompt delivery. Participated in town hall meetings, financial statement review, budget projections and company initiatives. Created job descriptions, interview questions and profiles for desired candidates. Company went out of business.

Managed quality department for three shift operation. Ensured quality standards were a priority consisting of first piece verification. Participated in FDA, UL and USDA inspections and audits requiring responses, follow up, corrective actions and implementation. Investigated quality and product issues. Responsible for release of Raw Materials and Finished Products based on laboratory test results. Sought continuous improvement by developing solutions to increase operational effectiveness.

Managed plant in Farmington, Connecticut and two depots in Lincoln, Rhode Island and Salem, New Hampshire with a work force of 45-63 employees. Directed key functional areas of responsibility including production, budget, planning, equipment operations, safety/compliance, human resource, facilities management, vendor management, inventory, finance, capacity plannings and plant improvements. Established goals and KPI’s along with data collection, analysis and trends, using analytical to take a proactive versus reactive response to problems/opportunities and as a baseline for continuous quality improvements. Conducted self-direct work teams with technology, process and work flow improvements to achieve a lean effective staffing. Ensured strict compliance with safety and regulatory mandates (i.e. OSHA and HACCP). Maintained equipment, improved PM programs and minimized downtime’s. Facilitated cross functional meetings with internal departments (i.e. sales, service and administration) to build consensus and support for positive change and share goals. Achieved a zero incident safety record. Increased PPOH (pounds per hour) by 14%. Reduced overtime operational hours from 130 to 45 per week, an annual savings of over $100K.

Managed a team of 45 employees and managed shipping and receiving functions for Connecticut operations. Used detailed organizational analysis to identify opportunities for positive change. Implemented improved SOP’s, KPI’s benchmarks, streamlining of workflows, technology enhancements and process improvements. Focused efforts on cost efficiencies, productivity, safety, quality and profitability. Reduced overtime cost by $127K and beat department budgets by 10% (300K). Awarded “Top Performer of the Year” for 2012 plant operations. Company was bought by DFA.

Directed up to 70 employees, two supervisors and four coordinators, and the receipt and stocking of 100K SKU’s for Macy’s and Bloomingdales in a 365K square foot facility. Streamlined and re-engineered workflows, used KPI’s and WMS software, as well as FEDFLOW warehouse systems to achieve a lean and efficient operation.

Managed 75 employees in packing/shipping operations for large scale fulfillment operations. Used real time analytics to serve as a baseline for performance excellence and continuous quality improvement. Implemented an employee incentive programs and increased production by 5%. Selected by senior executives to close Chicago distribution facility.

Managed inbound and outbound operations for Foley’s Colorado Distribution Center in Aurora, Co in support of sixteen stores.

Managed daily operations of two show rooms and one warehouse. Developed and established company’s first safety program. Streamlined delivery program, which significantly reduced cost and delivery times.

Directed 80 package handlers to achieve processing and delivery goals. Selected by senior management to open distribution locations in Nebraska, Wyoming and renovate operations in New Mexico.