Nick Chorak, Clssgb Email & Phone Number

Greater Milwaukee Area

Responsible for training, development, and claim management of customer facing salaried Associates, who own first contact and resolution of over 4,000 customer claims a year. Administrator of Risk Management Information System (RMIS-Riskonnect) for Risk Management (General Liability, Safety and Worker's Compensation). Project Manager for high impact projects and strategic initiatives. A go to person for process improvements, metric and process development, innovation, cost savings, and change management.• Successfully develop and empower team, leading to 5 individual promotions. • Led development of scientific approach to accident triage leveraging first report data to accurately identify the difference between a claim and incident resulting in claim reduction of 44% since 2016 for GL program and 33% for WC year to date.• Designed and directed a multi leader team on development and deployment of the Safety and Compliance Dashboard to store and logistics partners, resulting in all-time best incident results for the Safety program. A one-stop-shop for field partners to measure their performance against Risk Management metrics. Business partners have commented that “this is the best reporting tool that Kohl’s has ever developed for the field”.• Designed and deployed a “Risk Score” calculation to replace existing “Safety Frequency” which had been in place for over 10 years. Risk Score takes into account claim maturity over time replacing the limited point in time calculation which doesn’t account for reserve changes.• Ownership over all communication initiatives within Risk. The “go to” person when messaging, training, resources, or an event needs to be launched to the field. Teams supported included Business Continuity, Import Compliance, and Risk Management.

Greater Milwaukee Area

Responsible for training, development, and claim management of customer facing salaried Associates, who own first contact and resolution of over 4,000 customer claims a year. Administrator of Risk Management Information System (RMIS) for Risk Management (General Liability, Safety and Worker's Compensation). Project Manager for high impact projects and initiatives. A go to person for process improvements, metric development, innovation, cost savings, and change management.Accomplishments:Developed and implemented attorney representation and litigation heat map into claim handling system, leveraging data to create predictive modeling resulting in 25% decrease attorney involvement and litigation leading to reduction in claim expenses of $500,000.Designed and deployed team dashboard and other tools in concert with claim handling best practices and education leading to:• Over $8M reduced from ultimate loss since 2016• 45% reduction in average claim cost• 64% reduction in total paid claims• 34% reduction in claims becoming attorney represented, resulting in potential litigation cost savings in excess of $200,000• 4% increase in claims without payment, highest in a decade• Successfully develop and empower team, leading to 2 promotions • Utilizing lean concepts and thinking, was able to lean processes by leveraging current RMIS and process control and monitoring, resulting in an annual cost savings of $180,000• Led successful implementations of Risk Management Information System (RMIS), which impacts entire network of stores, distribution centers, corporate teams and over 150,000 associates, with annual cost and payroll savings of $1.2M• Recognized and received award from department leadership for the successful deployment of Risk Management Information System.• Department Project Manager, responsible for execution and championing of 10 -15 rolling open projects varying in scope and impacting up to 100,000 associates.

Greater Milwaukee Area

Responsible for supporting execution and elevation of 5 Risk Management teams’ (General Liability, Workers Compensation, Safety, Environmental Compliance, and Business Continuity) programs reaching 140000 + Associates. Project Manager of departmental annual events, metric solutions and deployment of complex communication initiatives delivered with accuracy, timeliness, and within budget. Responsible for RMIS administration, training launches and performance monitoring, risk financing, and KPI development across multiple teams. A driver of innovation and cost savings to processes, events, and program campaigns.Accomplishments:• Designed and directed a multi leader team on development and deployment of the Safety and Compliance Dashboard to store and logistics partners, resulting in all-time best incident results for the Safety program. A one-stop-shop for field partners to measure their performance against Risk Management metrics. Business partners have commented that “this is the best reporting that Kohl’s has ever put out.”• Ownership over all communication initiatives within Risk. The “go to” person when messaging, training, resources, or an event needs to be launched to the field.• Implemented project management process resulting in returned time and resources to program leaders so they can focus on strategy and program development. Precision of process resulted in 80% savings in freight cost due to holding stakeholders accountable and on-time project deployment.• Identified and executed opportunity to relocate Risk Management supplies and fulfillment from inside the department to external vendor at no cost. Action eliminated thousands of email requests and multiple touches including manual handling by non-warehouse personnel and $25,000 in shipping costs.• Developed specific Safety and Environmental audiences which resulted in ability to analyze and take immediate action on training completion results previously unavailable to program leaders.

Greater Milwaukee Area

Responsible for developing and leading the direction of all 2nd shift operations in a 2 million square foot Store Support Center, servicing 115 stores throughout the Midwest. Responsible for the developmental growth of team of direct salaried reports and the oversight of 120 hourly team members. Accomplishments: • Delivered operational performance resulting in Milwaukee 2nd shift operations being top 3rd in the network and improving overall 2nd shift results by 43% compared with previous years.• Drove CPU (cost per unit) education among Team Coaches and Group Leads leading to actions resulting in 17.3% decrease in CPU compared to 2012.• Utilizing lean concepts delivered cost savings of $250,000 annually by merging a multi-shift department into a single shift.• Creatively utilized idle call center team members in the operation to reduce overtime costs by 20% during 1st and 2nd quarter of 2013.• Received recognition from JCP Logistics as the “Top 2% of all Leaders in Supply Chain”.• Influenced and empowered Team Coach in the Unisort department to drive operational improvement, efficiency, and metric communication resulting in a 45% productivity increase for 2013, and departmental network ranking from 12th to 5th.• Successfully collaborated and leveraged relationships with Team Coach and Engineering to install flexible engineered standard for improved performance accountability resulting in a 31% increase in productivity, moving the Receiving department from 10th to 4th in network.

Milwaukee, Wi

Responsible for leading the direction of the Garment on Hanger (GOH) department in a 2 million square foot Store Support Center servicing 115 stores throughout the Midwest Responsible for driving metrics including cost per unit, units per hour, quality, level of service, and a safe culture. Accomplishments: • Improved department productivity by 37% resulting in my area being ranked in top 3rd of network. • Cultivated a culture of engagement with over 25 process improvement submissions from my team members with at least one implemented every quarter of 2012.• Acted as a network “go-to” for the successful roll out of “One Touch Workstations” which resulted in a 25% decrease in cost per unit for the area.• Acted as a mentor for other Team Coaches inside and outside of my facility. Specific attention to peers in North Carolina and Connecticut operations who saw 10 and 15% increases in productivity from the sharing of best practices.• Created and installed building wide weekly and monthly metric reports to provide better visibility and accountability of Team Coach performance to Senior Leaders.• Served as Safety Committee Chairperson, driving an engaged culture of safety and accountability resulting in $40,000 decrease in worker compensation claims compared with 2011.• Recognized in J.C. Penney’s “Leadership Ledger” magazine as an “Outstanding Leader” for my ability to leverage relationships with peers and team members to achieve organizational goals.• Built and executed a comprehensive forecasting and reporting tool for all Team Coaches to manage daily production levels, resulting in a streamlined process used by them for assessing performance and identifying trends. Since the tool was implemented Milwaukee’s network productivity ranking improved from 12th to 7th.

Reporting directly to Facility Director. Responsible for all warehouse operations for a 3PL serving the petrochemical industry, new sales, personnel training, development and evaluations, quality and safety, building and rail-yard maintenance for 750,000 sq ft warehouse.Responsible for implementation, auditing, and analysis of departmental budgets.Accomplishments:• Established vendor relations and evaluations resulting in vendor being awarded national account. • Worked closely with Facility Manager on negotiating forklift and locomotive contracts which resulted in 25% cost savings compared to previous contracts.• Collaborated with corporate Quality Manager to develop documentation and training methods to become ISO certified 2008-2010• Spearheaded efforts in quality focus during 2010 to reduce customer complaints by 50% compared with 2009.• Implemented daily safety toolbox meetings resulting in 0 OSHA recordable lost time accidents since 2004.• Served as a Liaison between customers and operation developing relationships and achieving production results which resulted in 100% of contracts renewed during 2010.• Developed, trained and lead 6 salaried Supervisors across multiple shifts.Worked with customer Production planner to stream line schedule resulting in labor cost savings of $150,000

Gary, In

Supervised, trained, and coordinated the work of multi -shift warehouse operations. 15-35 Forklift operators.Responsible for an inventory of over 200 million pounds consisting of 6 International Fortune 500 customers.Accomplishments:• Maintained a 100% inventory every year for all customers on audits conducted by outside parties.• Utilizing lean concepts was able to optimize the outbound staging and loading process resulting in $90,000 cost savings.• Served as a "go-to" and trainer for new management trainees.• Collaborated with Packaging department to layout warehouse in more logical/leaner fashion resulting in annual fuel savings of $75,000 and production gains of 38%.

Gary, In

Supervised, trained, and coordinated the work of 6-10 customer service representatives.Responsible for accurate and timely processing of customer orders (SAP),on-time reporting/posting, training and development, ordering of office equipment and office organization, evaluation of staff and recruiting/selection of staff.Accomplishments:• Designed plan to remove office cubicles to a more open concept resulting in 50% fewer errors and increased communication between office, operations, and leadership.• Developed qualified measurement system to measure order creating efficiency resulting in 41% productivity gains.• Responsible for all in house HR functions including hiring, career counseling, benefits, payroll, 401k, training and evaluations for staff 60-100.

Gary, In

Coordinated and supervised the work of a multi-shift 3-6-man rail crew.Responsible for maintenance of 350 car rail-yard and all equipmentResponsible for communicating and planning with short-line rail service and end customers regarding railcar arrival and departure.Accomplishments:• Worked closely with Production Supervisor to schedule production more efficiently and eliminated need for 2nd shift rail crew, resulting in $90,000 cost savings annually.• 0 loss time accidents or injuries in high-risk outdoor rail-yard environment.• Developed procedures for handling of customer material and sampling that was mirrored by 3PL providers across the network. Handling procedures aligned with customer's focus on Operation Clean Sweep.• Capitalized on relationships with short-line rail recovering $8,000 in lost monthly revenue.Training and safety habits resulted in facility becoming training ground for all other rail yards in network.

Gary, In

Coordinated, lead, trained, developed and evaluated 10-30 production line workers.Accomplishments:• Increased productivity by 100%, reduced labor costs by 30% in first 6 months in department.• Utilized data collection techniques along with employee feedback to lean out processes.• Focus on quality resulted in only 3 customer complaints over 300 million pounds of processed material compared with 38 in year prior at cost of $250,000.

Certificate, Lean Six Sigma Green Belt

Bachelor Of Science, Organizational Leadership And Supervision

Minor in Industrial Technology