Mike Dolinski Email & Phone Number

La Grange Park, IL, US

Member of a 3-person team which successfully integrated three acquisitions of competitors. Responsible for moving the inventory, machinery and processes while ensuring a seamless integration into the existing operations.Negotiated a "Quick Ship" program with an Asian partner to hold inventory at their site (and their cost) for container shipments in 5.

Implemented a "Correct Inventory at the Correct Time" Program in early 2008. Improved inventory-turns from 4 times to 8.5 times per year, while consistently maintaining a 98.5% on-time shipment record.Appointed temporary Director of “Operation Rescue” during Hurricane Katrina, leading the rescue effort to bring supplies to our sister facility in central.

Chicago, IL, US

Implemented a warehouse control and shipping system that attained 98.5% on-time shipping year after year. In 1998, 2004 and 2009 Superior was recognized as Grainger's supplier of the year for "Operational Excellence".

Directed all plant operations (plastic injection molding, paper pleating/converting, assembly) from procurement to shipping for a $17 million start-up manufacturer.Supervised $1 million capital expenditure and retooling effort. Coordinated contract engineering and mold builders with in-house design, sales, purchasing and production departments.

Re-designed and streamlined the layout of a filter capping operation that boosted capacity by 1,500 units per shift while reducing labor costs by $100,000. These improvements reduced the need for capital expenditure that would have limited the growth of this start-up company.

Initiated a mold storage system to catalog and protect all tooling and dies for the vacuum forming department. This system reduced mold damage and loss, saving the company $50,000 in its first year.Organized daily meetings with other support department heads to improve communication and material flow to the main assembly and packaging area. Achieved better.

Improved the cooling process of the vacuum forming operation that allowed the incorporation of a secondary finishing operation. This reduced WIP by 20% and headcount by 50% in the forming area.

Ba, Economics

Education record