Design and implement safety, services, quality, production, inventory and training process improvement strategies for 76 employees in the department.• Lead the implementation and integration of the new Shipping and Receiving department which included receiving, WIP storage, and shipping operations• Applied Lean and Six Sigma Principles to drive change, as well as continuous improvement initiatives• Helped to illuminate issues with expansion of the departments and worked to identify hurdles to react proactively.

Led, trained, evaluated, and managed shipping teams to achieve exceptional service.• Helped lead safety culture for the department by identifying hazards proactively and problem solving solutions, which resulted in 0 recordable injuries for the department during my time as manager.• Demonstrated leadership for the department giving clear goals and expectations. • Manage and improve day-to-day carrier reliability, along with shipping and delivery misses by communicating with our carrier partners and giving clear and prompt feedback of expectations and results.• Execute the successful implementation of new Enterprise Resource Planning System (Oracle)• Integrated SAI process to the Shipping department to improve service throughout the network while designing new standards to streamline the process increasing daily output from 15 to 18 trucks a day to 25 to 30.

Managed work-in-process inventory for approximately $7M in stocking levels for 10 Avery Dennison facilities throughout North America.• Strategically planned the two highest-volume production assets within the North American division via a MRP system in order to successfully meet service targets, financial inventory targets, and 1.3B feet of throughput annually• Navigated challenges stemming from poor asset up-time and significant disruptions in product life cycles while achieving a 99.3% stock availability rate• Served as a focal point of collaboration for marketing, sales, customer service, quality, engineering, and finance• Routinely performed in-depth analysis to assist in balancing inventory and operational costs• Used FAIM process to reduce manageable shutdowns on Asset from 3 times a week to once every other week, which rendered a cost savings of $18,000 a month.• Used FAIM process to reduce one “Family” run from twice a month to once a month with a cost savings of $16,000.• Greenbelt project to reduce undesirable roll usage in the facility. Project lead and agent of change with project reducing overall Slob raw material from $100k to 30k a month.