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RECRUITED BY QUALEX EXECUTIVE MANAGEMENT TO LEAD THE CONSOLIDATION OF THE PORTLAND FACILITY; AND PREPARE FOR THE CLOSURE OF QUALEX OPERATIONS IN CALIFORNIA.LED THE CLOSURE AND CONSOLIDATION OF 70,000 SQUARE FOOT FACILITY ENSURING SMOOTH TRANSITION OF WORK INTO REMAINING QUALEX FACILITIES.IMPROVED EMPLOYEE COMMITMENT AS INDICATED BY EMPLOYEE SURVEY SCORES AND REDUCED TURNOVER BY CHANGING KEY PERSONNEL WITHIN THE SUPERVISOR GROUP, SETTING CLEAR PERFORMANCE EXPECTATIONS AND… Show more RECRUITED BY QUALEX EXECUTIVE MANAGEMENT TO LEAD THE CONSOLIDATION OF THE PORTLAND FACILITY; AND PREPARE FOR THE CLOSURE OF QUALEX OPERATIONS IN CALIFORNIA.LED THE CLOSURE AND CONSOLIDATION OF 70,000 SQUARE FOOT FACILITY ENSURING SMOOTH TRANSITION OF WORK INTO REMAINING QUALEX FACILITIES.IMPROVED EMPLOYEE COMMITMENT AS INDICATED BY EMPLOYEE SURVEY SCORES AND REDUCED TURNOVER BY CHANGING KEY PERSONNEL WITHIN THE SUPERVISOR GROUP, SETTING CLEAR PERFORMANCE EXPECTATIONS AND RECOGNIZING, SUPERIOR PERFORMANCE.REDUCED THE TOTAL COST OF SALES YTD 2008 BY $2.2M BY EFFECTIVELY MANAGING LABOR/MATERIAL COSTS. Show less

MANAGED DIRECT CLOSING OF THE SACRAMENTO LAB AND COORDINATED TRANSITION OF BUSINESS TO THE PORTLAND LAB. DETERMINED EQUIPMENT AND PERSONNEL REQUIREMENTS TO ENSURE ADEQUATE CAPACITY AND STAFFING TO ACCOMMODATE INCREASED VOLUME. DECIDED ON ROUTING AND DISTRIBUTION NETWORK CHANGES TO CONTINUE SERVING THE NORTHERN CALIFORNIA AND BAY AREA. FACILITATED WEEKLY STAFF MEETINGS AND COMMUNICATED WITH MULTI-LEVEL STAFF TO ASSESS PERFORMANCE AND IDENTIFY ISSUES. IMPROVED… Show more MANAGED DIRECT CLOSING OF THE SACRAMENTO LAB AND COORDINATED TRANSITION OF BUSINESS TO THE PORTLAND LAB. DETERMINED EQUIPMENT AND PERSONNEL REQUIREMENTS TO ENSURE ADEQUATE CAPACITY AND STAFFING TO ACCOMMODATE INCREASED VOLUME. DECIDED ON ROUTING AND DISTRIBUTION NETWORK CHANGES TO CONTINUE SERVING THE NORTHERN CALIFORNIA AND BAY AREA. FACILITATED WEEKLY STAFF MEETINGS AND COMMUNICATED WITH MULTI-LEVEL STAFF TO ASSESS PERFORMANCE AND IDENTIFY ISSUES. IMPROVED LABOR COSTS 26%, ENHANCED ON-TIME SERVICE 10% AND IMPROVED QUALITY 30% BY CLEARLY ARTICULATING GOALS AND EXPECTATIONS, TRACKING RESULTS AND IMPLEMENTING ACTION PLANS TO FACILITATE CONTINUOUS IMPROVEMENT.FOSTERED A POSITIVE TEAM ENVIRONMENT BASED ON TEAMWORK, RECOGNITION FOR SUCCESS AND SUPPORT. MEMBER OF THE CORPORATE PERFORMANCE MANAGEMENT TEAM. Show less

OVERSAW DAILY OPERATIONS OF A WHOLESALE PHOTO PROCESSING LAB WITH 300 EMPLOYEES INCLUDING FOUR MANAGERS AND EIGHT; EFFECTIVELY DEALT WITH ESCALATED ISSUES, MAINTAINED VENDOR RELATIONS, MANAGED QUALITY ASSURANCE AND PREPARED FORECASTS.SEAMLESSLY INTEGRATED AN ACQUIRED BUSINESS THAT INVOLVED A $2.5M ADDITION, RELOCATION AND PURCHASE OF EQUIPMENT AND CONSOLIDATION OF MANAGEMENT TEAMS WHILE ENSURING ACHIEVEMENT OF KEY PERFORMANCE MEASURES. SPEARHEADED CONSOLIDATION OF TWO LOCATIONS INTO A… Show more OVERSAW DAILY OPERATIONS OF A WHOLESALE PHOTO PROCESSING LAB WITH 300 EMPLOYEES INCLUDING FOUR MANAGERS AND EIGHT; EFFECTIVELY DEALT WITH ESCALATED ISSUES, MAINTAINED VENDOR RELATIONS, MANAGED QUALITY ASSURANCE AND PREPARED FORECASTS.SEAMLESSLY INTEGRATED AN ACQUIRED BUSINESS THAT INVOLVED A $2.5M ADDITION, RELOCATION AND PURCHASE OF EQUIPMENT AND CONSOLIDATION OF MANAGEMENT TEAMS WHILE ENSURING ACHIEVEMENT OF KEY PERFORMANCE MEASURES. SPEARHEADED CONSOLIDATION OF TWO LOCATIONS INTO A HIGHLY EFFICIENT LAB POSITIONED FOR GROWTH, CAPABLE OF SUPPLYING TOP RATE CUSTOMER SERVICE AND DISCIPLINED IN COST CONTROL.UNITED TWO TEAMS INTO A DYNAMIC GROUP PRIMED TO MAXIMIZE RESULTS AND ACCOMPLISH GOALS.LED EFFORTS TO BECOME THE TOP PERFORMER FOR BUDGET AND MOST IMPROVED FOR QUALITY AND EMPLOYEE SATISFACTION OUT OF ALL NATIONWIDE LOCATIONS IN 2001.DROVE LABOR EFFICIENCY IMPROVEMENT FROM -6.49% IN 1999 TO 20.98% IN 2004 TO BECOME THE BEST LABOR EFFICIENCY LOCATION OUT OF 31 IN 2003 AND 20 IN 2004.HONORED AS OPERATIONS MANAGER OF THE YEAR IN 2001 FOR FINANCIAL RESULTS, QUALITY IMPROVEMENT, ON-TIME SERVICE DELIVERY, EMPLOYEE SATISFACTION AND TEAM-BUILDING ACTIVITIESTEAM LEADER OF CROSS-FUNCTIONAL CORPORATE TEAM THAT DECREASED VARIABLE COSTS BY $9M IN 2004; TEAM WAS RECOGNIZED BY KODAK MANAGEMENT. Show less

EVALUATED KEY QUALITY INDICATORS FOR 28 CENTRAL REGION LABS IN ORDER TO DEVISE, IMPLEMENT AND LEAD PROCESS IMPROVEMENTS. REPORTED TO REGION VP OF OPERATIONS AND COLLABORATED WITH UPPER MANAGEMENT TO DEVISE GOALS AND CREATE STRATEGIC PLANS. TRAVELED TO LABS TO ASSESS COMPLIANCE WITH BEST PRACTICES IN REGARD TO PRODUCTION, TECHNICAL AND ADMINISTRATIVE FUNCTIONS. TARGETED POOR-PERFORMING LABS DURING PEAK VOLUME PERIODS TO IGNITE IMPROVEMENTS IN COSTS, QUALITY AND SERVICE.BUILT… Show more EVALUATED KEY QUALITY INDICATORS FOR 28 CENTRAL REGION LABS IN ORDER TO DEVISE, IMPLEMENT AND LEAD PROCESS IMPROVEMENTS. REPORTED TO REGION VP OF OPERATIONS AND COLLABORATED WITH UPPER MANAGEMENT TO DEVISE GOALS AND CREATE STRATEGIC PLANS. TRAVELED TO LABS TO ASSESS COMPLIANCE WITH BEST PRACTICES IN REGARD TO PRODUCTION, TECHNICAL AND ADMINISTRATIVE FUNCTIONS. TARGETED POOR-PERFORMING LABS DURING PEAK VOLUME PERIODS TO IGNITE IMPROVEMENTS IN COSTS, QUALITY AND SERVICE.BUILT STRONG RELATIONSHIPS WITH STAFF AT ALL LOCATIONS TO ENSURE SUCCESSFUL IMPLEMENTATION OF PROCESSES AND PROCEDURES AS WELL AS ACHIEVEMENT OF GOALS AND OBJECTIVES.CREATED LAB MANAGEMENT STRUCTURE TO INCLUDE QA MANAGER, TECHNICAL MANAGER AND PRODUCTION MANAGER THAT CREATED ADDED EMPHASIS TO QUALITY AND PRODUCTION ISSUES. Show less