William Rushing Email & Phone Number

Bakers Bee Farm is dedicated to the environment by focusing on safe agriculture processes and to help improve the ecosystem.

B&B Enterprises specializes in the acquisition, restoration and selling of antiques. We bring the past forward.

Bar-Lev Industrial Park, Israel, Il

I was brought onboard during the toughest time of the company. Employee morale tanked. Order fill rates were at 60%. Trucks were departing late. Absenteeism was high and retention was low. A true “dumpster fire.” A year later, our fill rates were mid-90’s. Trucks departed on time with few exceptions. Retention improved steadily. Employees were motivated. Our multiple buildings were clean and organized. So how did I do it? Here’s a partial list: - Immediately after taking over the helm, I held weekly in person town halls to explain to our employees our situation. I taught them our metrics, solicited feedback, and laid out a clear plan of action. - I walked the floors daily, offering feedback, praise and guidance. - I upgraded equipment that had been neglected over the years. - I did weekly one-on-one meetings with my leaders. - I created a continuous improvement mindset and environment by soliciting ideas from all employees. At any one time, we had 300 projects or initiatives going on or completed. Everyone had a voice. - Each week I wrote letters to my employees and mailed them to their homes. In one year, I wrote 250 letters. - I acknowledged the successes of all employees publicly. Discipline issues were handled quickly and fairly. - We are at a family once a month. I would say prayer before each meal. - I prayed each morning before leaving for work. I asked for wisdom, strength and guidance. - Developed, trained and mentored my staff through book reading we did as a team and magazine excerpts. - I partnered with our incredible Sales Team and helped them win back customers. We did all we could for our Sales Team to make them successful.- I reviewed and updated our pay structure which was grossly out of balance. I paid employees based on tenure and skill set. Reviving (rescuing) a company was tough work but it was a privilege and honor. I made mistakes but I learned from them, too.

Atlanta, Georgia, Us

- Spearheaded full-scope distribution operations including customer service, inventory, logistics/transportation, staffing, safety, budgeting, strategic planning, and facility maintenance. - Guided team to lead his Region in the number of completed Kaizen / Process Improvement Projects and number of process improvement, Lean tools used (process maps, fishbone diagrams, 5-Whys analysis). - Expertly managed the distribution center's operational budget by carefully tracking actual expenses, establishing sound budgets, reducing expenses, generating new revenue, and forecasting.- Positioned facility to win President’s Cup on two occasions, outpacing 158 other locations. Selection based on budget compliance, accurate financial forecasting, reduced labor costs, improved retention, and distribution operation efficiency.- Resourcefully developed leadership program which resulted in five employees earning promotions to management. - Increased distribution operational capabilities, throughput, and efficiencies thru a major re-engineering / modernization project that involved installation of an automatic conveyor system with project logic controllers, upgraded freezer doors, shipping dock doors, LED lights, and truck drop lot repaving. - Instituted a comprehensive Quality Program to improve accuracy of the product picked and shipped which included enhanced directives, new training, various quality checkpoints, new technology, along with relabeling of the warehouse.- Revamped safety program to result in zero accidents, zero lost time and zero Workmen’s Compensation claims for close to 2 years. - Adjusted work schedules to reduce overtime by 40% and increase production by 25%. - Developed and implemented operational metrics to measure quality (Defects Per Million Opportunities (DPMO)), efficiency (using Work Force Management (WFM)), cost (forecasting), and customer satisfaction. - Selected to train 100 junior leaders on employee engagement concepts and techniques.

Irving, Texas, Us

- Steadily advanced through a series of promotions to direct all facets of a high volume/high mix/small order sized operations spanning customer service, warehousing, and logistics to support 1,200+ customers across five-state region. - Developed, championed and implemented strategic plans to achieve financial goals for $8B in annual pharmaceutical sales. - Steered operations to win two Top Performing Warehouse Awards and three Top Safety Awards. - Served as Integration Project Manager of the acquisition of a distribution center and incorporating it into the McKesson distribution network while coming in under budget and improved customer satisfaction.- Administered and negotiated contracts to optimize service quality from six courier networks. - Restructured shifts to slash overtime costs by 20% while improving customer service by filling large quantity orders with minimal or zero errors. - Excellent interpersonal skills, along with strong verbal and written communication skills. Conducted monthly All Employee Townhalls that were well received by all employees.- Provided training, coaching, and mentoring to department managers. Used a wide variety of techniques to include skip-level meetings, book readings, team huddles, and one-on-one meetings,- Personally worked with both employees and managers to develop and implement recognition programs to motivate and engage all employees,- Tactical leader who leads from the warehouse floor. Worked alongside employees regularly to thoroughly understand the various processes while getting suggestions from employees for future projects.

Irving, Texas, Us

- Provided staff training to 120+ personnel and six supervisors across four shifts, with an emphasis in employee engagement, advancement, and retention. - Supervised warehouse and computer room operations, and maintained up-to-date organizational records to achieve regulatory compliance requirements. - Ensured the facility's success of weekly surprise governmental (FDA and DEA) inspections and visits.- Planned, coordinated, executed, and completed three highly visible multimillion dollar maintenance and renovation projects that increased throughput, capacity, and safety.- Engaged and established strong relationships with key customers by leading initiatives to deliver mutual benefits in areas of service, quality, and delivery.- Led the creation and completion of process improvement (Six Sigma) projects that delivered on cost reductions, productivity increases, and improved quality. Expert project leadership skills.- Action-oriented, transformational leader who has the skills to bring the team together to drive change, foster continuous improvement, while effectively executing day-to-day operations.

Irving, Texas, Us

- Helmed warehouse operations comprising 60 associates and three supervisors across two shifts. - Decisively increased overall lines per hour filled from 51.6 to 57.7, exceeding FY10 goal and stretch goal.- Increased capacity and throughput through a series of projects that added and expanded a fast-pick location.

Irving, Texas, Us

- Successfully delivered 56 process improvement projects in 30-month period saving over $2.4M. - Project-managed seamless integration of McQueary Pharmaceutical Company into McKesson following company acquisition, completing initiative $350K under plan and with revenues at 102% of plan. - Implemented a Zero Defects Quality Program that improved order filling accuracy by 50%. - Created an employee-led Project Improvement Team that studied, analyzed, and recommended changes to improve order filling speed and accuracy. This team personally presented recommended changes to the management team.- Winner of Six Sigma Rookie of the Year and Six Sigma Team of the Year awards.- Expert in Microsoft Word, Excel, and PowerPoint. Highly proficient in Visio and other process mapping software.

Washington, Dc, Us

Performed essential analysis on eight Navy projects resulting in over $6 million in projected savings over a one-year period. Created a first-ever long-range modeling and simulation strategy for the Navy’s transition to simulation analysis. Personally researched and authored a 54-page Modeling and Simulation Guidelines book currently used by the U.S. Navy. Acted as an expert in the Causal Loop Diagramming Analysis and created a certification program for Navy analysts.

Washington, Dc, Us

Earned the Senior Professional in Human Resources (SPHR) designation. Coordinated and staffed the Navy’s manpower plan by ensuring all 380,000 positions were filled with properly trained personnel. Researched (and later reassigned) over 1,500 Sailors from invalid to valid jobs, saving the Navy over $8.9M in unnecessary transfers. Eliminated 500 unnecessary jobs postings that prevented $2.8M of needless spending. Increased the percentage of filled jobs in all Navy shore organizations from 88% to 93%.

Washington, Dc, Us

Prepared and presented a proposal that allowed the procurement of $2.7 million for training (the largest amount any Naval Air Wing ever received). Personally managed a total of $8.46 million in training funds over a four-year period. Crafted and monitored training budgets for 9 different Navy organizations. Received honors as the calendar year 2000 “Best Carrier Air Wing Administrative Department on the West Coast”.

Masters Of Science, Operations Management

B.S, Business Administration And Management, General

Bachelor'S Degree (With Honors), Reverse Logistics

Bachelor Of Arts (B.A.), English Language And Literature, General

Certificate, Human Performance Technology (Hpt)

Certificate, Leadership