• Responsible for driving continuous improvement and standardization across 17 of the lowest-performing sites within a group of 33 US Non-Sortable (USNS) Fulfillment Centers (FCs) to support lean manufacturing systems to maximize yield efficiency, capacity, and capability. • Lead projects teams ~12 employees facilitating process improvement initiatives among site operations, engineering, and corporate systems groups by generating and executing projects focused on safety, quality, delivery, and efficiency across production, material delivery, testing, and packaging areas.• Utilize large quantities of data for statistical process control (cp, cpk, pp, ppk) to derive customer-focused solutions. • Complete detailed reviews to create thorough process documentation, including CTQ, SIPOC, swim lane process maps, RACI, FMEA, & 5S principles.• Coordinate 3rd party contractors for preventative maintenance, repair, and installation of fulfillment equipment.• Develop and deliver advanced training classes focusing on operational flow and quality improvement for multiple levels of the organization.• Responsible for Capital Authorization Request and selection of vendors for new models of scan/host devices and peripheral equipment.

• Spearheaded project focusing on the worst-performing site in the region for rolled freight, reducing defect rate from 2,492 DPMO (defects per million opportunities) to 396 DPMO, the weekly cost of defects from $79K to $1.1K per week, and a $4.1M annual cost reduction• Led project focused on improving the cost to operate the Ship Dock for the 16 lowest-performing sites improving entitlement an average of 8.7% against their baseline rates delivering $1.5M YTD• Oversaw project focused on reducing exposure to ergonomic injuries by replacing the current model of the handheld scanner on the USNS Ship Dock with a replacement that is 88% lighter which would reduce wrist flexion by 66% and wrist twist by 33%, leading to second phase pilot test results suggesting a 10.8% improvement to scan rates yielding an entitlement of $24.4M.

• Launched a new delivery station operation, including owning and authoring the launch plan “Operational Playbook,” creating the strategic roadmap and primary reference guide for the site launch • Responsible for the professional development of the pick and stage departments for the delivery station leading a team of 2 Area Managers and 48 Associates, ensuring the processing of 1.2M parcels per year through 24K deliveries daily.• Developed performance goals for the departments to meet customer promise while prioritizing a focus on safety, quality, and cost and developing Area Managers by sharing operational and leadership best practices.• Created a culture rooted in Amazon’s leadership principles and promoted a clear, consistent constructive engagement process throughout the delivery station team.• Partnered with site HR, Safety, Learning, LP, and maintenance teams to support Amazon associates and managers and remove individual and operational barriers.• Coordinated with over the road (OTR) partners to reduce vehicle load times through staging plans that maximized layout, flow and timing.• Enforced and synchronized standard work, identified and implemented best practices, drove cross-training, and improved bench strength.

• Orchestrated 10-week regional project to improve Under the Roof (UTR) performance in pre-dispatch processes for seven delivery stations and 15k routes: Start pick on time improved from 75.5% to 93.4%; • Staged on time improved from 89.2% to 98.4%• Grew pick rates 43% (322 to 462 UPH)• Staged Before Planned Arrival increased from 93.3% to 99.9%, and On-Time Dispatch improved from 58% to 96%• Implemented the Shift Planning Tool for Pick and Stage and the Heat Map for picking.• Improved focus of the building on Customer Experience by creating building-wide awareness about the importance of meeting pull times.

• Responsible for planning, coordinating, and executing Wrap Down and Sortation during 2 shifts within a 250K sq. ft. 4 shift sort center operation, shipping out 31K+ orders on a shift.• Led and mentored a team of 2 Process Assistants and 169 associates responsible for sortation processes, to include problem-solving, inducting, outbound FC, Non-conveyable processing, working in Pre-Sort, and Waterspider duties, while ensuring the highest standards of safety, quality, productivity, and customer experience.• Participated in four Kaizen initiatives resulting in area layout changes and cost savings in man-hours, space, and customer experience.• Continuously interfaced with adjacent departments to ensure consistency of vision and balanced workflow.

• Increased annual volume through smalls sort by 158K, reducing hours by 3.1K, and delivering an entitlement of $72K• Improved focus of the building on customer experience by rolling out the “100 Days on Time” initiative, creating building-wide awareness about the importance of meeting our critical pull times.• Drove a layout change which increased small package sortation capacity from 8K per hour to 10K per hour (25%), resulting in an annual entitlement of $165K.• Led 3-month cross-training project that took the number of associates trained in critical roles from 357 to 502 for a 29% increase (after attrition), with same-associate training increasing from 4.0 to 5.1 critical roles per trained associate.

• Managed inbound inbound associates and processes for the launch of MKC4, a 400-employee 850K square-foot non-sortable distribution center processing 34K units per shift daily. (Edgerton 2016-2018)• Oversaw a shift in the outbound Department, leading up to 112 Associates in a 1M sq ft. fulfillment center managing inbound products, from scheduling appointments to the point where the products are stowed and available for purchase. (Coffeyville 2013-2015).• Responsible for overall departmental SOP’s, implementation, managing, and reporting of metrics and KPI’s tracking daily productivity and performance utilizing six sigma and lean manufacturing practices to drive cost savings all across the department.• Managed Inventory Control and Quality Assurance team within Fulfillment Center, supervising and directing cycle counting and inventory reconciliation, and led the local launch of a new inventory control process (ad hoc).• Investigated safety incidents, analyzed root causes, summarized and shared discoveries network-wide as a preventative measure.• Rolled out a major quality initiative across all shifts (“Quality Heads up Display,” a.k.a. “QHUD”).• Completed Green Belt project reducing waste in the Picking process.• Co-leader for Kaizen event that successfully set up and implemented the “Case to Tote” process.

• Championed resolution of a defect in software code, reducing weight-based stow disruptions from 16.5K DPMO to 2.5K DPMO, and saving $785K annually (Edgerton)• Implemented solutions that resulted in a decrease in defects (First Pass Yield) from 41,788 to 21,975 DPMO (Coffeyville)• Rolled out a major quality initiative across all shifts (“Quality Heads up Display,” a.k.a. “QHUD”).• Completed Green Belt project reducing waste in the Picking process.• Co-leader for Kaizen event that successfully set up and implemented the “Case to Tote” process.

• Managed Inventory Control and Quality Assurance of 7M units of 1.4M SKUs in the 900K sq. ft. Coffeyville fulfillment center (FC).• Coached and led a team of 3 Process Assistants, 3 Analysts, and 49 Associates across 4 shifts developing and implementing a full circle process for providing feedback to associates regarding quality defects• Ensured all FC processes were observed and reviewed daily and performed control and quality analysis on any behaviors or processes that were impacting our inventory integrity• Devised and rolled out Continuous Improvement plans to reduce defects created in every FC process, conducting daily and hourly reports and audits to monitor Quality compliance.• Oversaw weekly Quality 4x4 meetings of cross-functional leaders to identify, analyze, track, develop and review actions to reduce quality defects.• Improved Inventory Record Defect Rate (IRDR) by 30% in average IRDR YOY

• Created and implemented weekly business summary for ICQA and Picking departments, including results, analysis, and action plans.• Developed and implemented “Super Counts” that have been instrumental in improvements to overall inventory accuracy and implemented best practices to reduce inventory and customer service defects.• Analyzed and implemented cycle counting strategies to maximize efficiency and yield percentages while having the greatest impacts.

• Spearheaded the launch of operations at a new 425K sq. ft. pet nutrition distribution center, hiring 20 employees and overseeing all areas of the operation, including inbound/outbound, inventory control, human resources, safety/EHS, purchasing, and vendor management• Led the team through a very difficult time ramp-up phase to a sustained operation of outbound shipping of 644K+ annual cases of 361 different SKUs utilizing FTL and LTL distribution throughout the US.• Controlled inventory accuracy by directing physical counts and reconciling with Warehouse Management System, and maintained physical condition of warehouse by implementing new design layouts, inspecting equipment, and issuing repair work orders.• Drove operational performance at the site level, focusing on productivity, quality, and cost.• Championed the implementation of the Safety and EHS programs, lease/purchase of vehicles, powered equipment, non-powered equipment, deployment of a voice-pick system, and training all employees on day-to-day operations.• Established business relationships with local vendors and negotiated contract services while working through operational launch issues.• Created a quality system for procedures, processes, and training documents using Kaizen/Lean methodology.𝐊𝐞𝐲 𝐀𝐜𝐡𝐢𝐞𝐯𝐞𝐦𝐞𝐧𝐭𝐬• Inventory build from 0 to 2M pounds• Outbound volume 0 to 365k lbs daily

• Assisted the company in developing curriculum, training, scheduling, and leadership for Process Improvement Teams.• Assembled a custom set of tools from conventional process improvement techniques for application in the rail industry.• Worked in support of a multimillion-dollar Information Technology improvement project and focused on transactional processes.• Utilized process mapping, eight wastes, four lenses of analysis, SIPOC, and process flow charts for teaching and facilitation.

• Served as project leader in Kaizen and Lean 6 Sigma events, including Zero-Defect Quality initiatives, large-scale PFMEA, and stand-up new model assembly process (3P) for a 3-building manufacturing fiberglass boat manufacturer with ~425 employees.• Managed a team of 5 KPO team members and 1 inventory clerk leading the team in executing 6 full Kaizen events and 40-point Kaizen events to drive improvement in all functional departments.• Responsibilities include assisting plant managers, and upper management improves their business area through measurable metrics.• Led the Quality Improvement program to develop and execute production standards in line with consumer product expectations and trained employees to use performance metrics. • Deployed training plan for floor level problem solving (5D/8D method, 5-Whys Root Cause Analysis).• Designed and implemented departmental systems that provided solutions to production issues, using statistical modeling systems to analyze and predict outcomes that helped the management make sound decisions for strategic business growth. 𝐊𝐞𝐲 𝐀𝐜𝐡𝐢𝐞𝐯𝐞𝐦𝐞𝐧𝐭• Worked in tandem with Operations Supervisor to develop the Zero-Defect Quality Action Plan as part of the overall Policy Deployment strategy resulting in 19% improvements to Voice of the Customer (problems per 100 units) and 70% decrease in warranty costs (dollars per unit delivered)

• Oversaw the company’s new Lean Project Management Program leading critical projects using Lean/Six Sigma in the 1,300 employee Coffeyville fulfillment center, implementing the training Program to upskill managers on the Lean Six Sigma tools and skills to sponsor process improvement projects.• Mentored and instructed of Six Sigma Green Belt Class for ~20 Tier 3 non-exempt and Tier 4-6 exempt employees while completing 2 key Black Belt projects.

• Led picking project for case flow bins reducing picker reach time 55%, improving the visual workplace for reduced walk time by 10.7%, and removing media-type inventory from case flow bins, resulting in an 11% improvement to case-flow pick rates and $204K annual savings• Mentored 62 Point Kaizen events resulting 53% average movement of the mean with improvements in safety, quality, and productivity. $1.67M in annual entitlements.• Utilized Design of Experiment (DOE), data analyses, and statistical support for a network project that created a major packaging shift, resulting in savings (shipping costs) and reductions in customer-facing defects.• Standardized and improved escalations process, conducting actions escalations root cause analysis and creating a feedback loop process into operations with specific actions oriented to improvements in processes, policies, or tools targeted to reduce actioned escalations due to identified root causes.• Oversaw project reducing inventory defects that led to improved library bin construction and savings of $100K.

• Supervised and coordinated all outbound operations, including Picking, Packing, and Shipping of the 900K sq ft. Coffeyville Fulfillment Center processing ~71K units per shift between 6 process paths and is comprised of 600 employees.• Led a team of 2 Process Assistants and ~165 Associates responsible for the leadership, continuous development, and training of associates to meet customer demands by clearing daily CPTs (Critical Pull times) while delivering to benchmarked requirements.• Reduced overall unit cost (CPU) to our customers while focusing on 5S, visual factory management, and lean operational thinking.• Reviewed the work forecasts and determined your productivity requirements to produce during the day to meet the overall building objectives.• Partnered with other Area Managers to balance labor, ensuring a balanced and efficient shift while exceeding all metrics and goals.• Supported all safety programs and OSHA compliance to ensure a safe work environment for all associates.𝐊𝐞𝐲 𝐀𝐜𝐡𝐢𝐞𝐯𝐞𝐦𝐞𝐧𝐭• Led initiative to attain Star status in the OSHA Voluntary Protection Program, achieving goal 5 months ahead of the deadline.

• Oversaw the inbound operations, including receiving dock, stow, and replenish departments responsible for the safety, quality, and productivity of ~100 Associates.• Coached and partnered with associated with achieving productivity goals while promoting an environment of “customer obsession.”

• Managed Inventory Control and Quality Assurance team within Fulfillment Center.• Directed teams engaged in random sampling of all processes.• Oversight and direction of cycle counting and inventory reconciliation.• Aggregated and translated quality and inventory data into useable information for site management and corporate leadership.• Developed and maintained MS Excel spreadsheets in support of inventory control and quality assurance.• Supervised data entry in UNIX based system.• Led the local launch of new inventory control process (ad hoc).• Consistently maintained inventory accuracy rates at or near the top of all sites nationwide.

• Managed Distribution Center, and supervised Warehouse Manager and team of hourly Associates. Dock-to-dock ownership of inventory and all related processes (receiving, stowing, picking, packing, shipping). Planned and executed successful transfer of inventory from merged company in Kansas City, KS to Distribution Center in Pittsburg, KS with zero inventory defects. Raised standards of inventory accuracy for importers. • Doubled outbound capacity through improved warehouse layout, bin utilization and elimination of constraints at shipping dock. • Improved flow and order processing without increases in headcount. Identified root cause for long-standing source of inventory discrepancies.

• Managed materials planning, inventory control and purchasing for jet engine accessory overhaul facility.• Assessed suppliers’ abilities to provide parts and documentation to meet Federal Aviation Administration standards.• Improved procurement processes and significantly reduced the backlog of work associated with stock-outs.• Managed inventory element of new program startup including setup of new parts crib and acquisition of parts and equipment from domestic and foreign suppliers.• Supervised re-supply process and planned receipt of materials.• Coordinated efforts with Production Manager and Engineer to assess inventory requirements and meet production schedules.

Shipping Supervisor (1996-1998)• Supervision of packing, shipment, installation of environment for school labs nationwide. Management of silk screen department, remote warehouse, inter-division distribution, drop shipment of bulk orders, coordination of outsourced items, DOT compliance program, and vehicle lease / maintenance program.Purchasing Agent (1992-1996)• Item file and vendor file maintenance in database, inventory control, forecasting, creation and maintenance of detail sales history spreadsheets, sourcing materials and services, establishing business relationships, negotiating cost, credit terms and delivery conditions. Recognized for exemplary work on the MRP System selection and implementation team.Customer Service (1991-1992)• Established methods for the Synergistic Systems Division to assist customers in resolving challenges, provide input for product improvement and tracking product performance in the field.

Weapons Company Third Battalion, Twenty-fourth Marines, Springfield, Missouri. Ended service at the rank of Sergeant (E-5).