Use the six sigma quality practice to analyze and change the asset management procedures to improve the quarterly asset certification from 89.0% to 99.99% in less than one year.Prepare and implement warehouse safety policies and procedures per set OSHA guidelines. Conduct operational and safety training for all lift equipment on site.Responsible for Management Oversight, Coordination, Process refinement and accountability of the Asset Management Task, Inventory Support Task and Warehouse Task on the FMEUS2 contract with United States Patents and Trademark Office.Develop and manage the ISO 9001:2000 Certification process for the FMEUS2 Contract.

Setup, monitor, and control all shipping activities of cGMP and Non-GMP materials for the Manufacturing and Testing Division. Tripled outbound shipments over the last two years with a 99.2% accuracy rate.Created and initiated program, procedures and policies to contact all clients to coordinate the safe and accurate movement of all materials manufactured over the years. Created and implemented operational policy and procedures for safety training classes and staff development within the department including creating and updating all training records to comply with cGMP regulations.Create the database and reporting features for monitoring all activity within the Materials Management Group. Member of development group to validate and implement ORACLE WMS system.Developed contracts and agreements with local and international shipping companies for handling Infectious and Hazardous materials and staying within the current IATA and DOT regulations.

Preview and purchase of all software prior to use in any Adult Education classroom.Administer GED practice test by either computer or paper and pencil testing methods.Remedial tutoring/teaching for GED and Adult Basic Education students/clients.Worked on groundbreaking data quality methods with the State of Maryland for capturing who, what and the how for all clients being serviced within the State of Maryland Educational System.

Controlled the movement, turnover and utilization of all inventories through space optimization.Implemented and Established 2 different WMS operating systems.Served as a resource analyst to the Director for understanding the loss/gain figures on inventory as presented by Corporate.Instrumental in establishing, testing and creating the procedures for the national distribution chain to run the "Returns Suite" program.Created and implemented standard auditing practices within the Frederick facility to verify the stocking, picking and shipping accuracy.Set up safeguards and procedures for controlling and running quarterly inventories that reduced the variance from $891,000 to $2,200 in a six-month timeframe on $70 million inventory.Established and ran a multi-tasking department that could step in and help any other department without losing any production time.

Developed and established ISO 9002 policies and procedures with the operational management staff.Executed successful rollout of ISO 9002 registration for two companies.Developed database package on Lotus Notes for tracking audits and discrepancies.

Worked on SAP implementation team with developers for creating state of the art WMS system with full RF and on-line capabilities.Responsible for all communication and requests between sales, customers and the distribution center, ensuring they were handled quickly and efficiently.Created and implemented the process and procedure development for having a customer service group within each distribution center to handle all communications entering and leaving the building.Improved customer service by hiring, training a staff and implementing database and call receiving procedures.Taught employees SAP system work for accurate and timely dissemination of information to the distribution center personnel and sales.

Developed complete control system of all customer product returns including phone calls, follow-up and all communication needed between sales, customers and the company.Created and implemented call center database that allowed network access and multiple workers moving in and out of the same database simultaneously.Streamlined the call-in process and set the standard SLAs for turn times on all customer problems with equipment received. Dropped turn around time from 24 to 2 hours.