SAP's quality vision is to consistently deliver high-quality solutions focused on improving customer satisfaction. Their mission includes researching new methods, proactively sharing knowledge, applying knowledge to enhance products and services, monitoring performance, and striving to prevent failures. The executive board's policy is to implement a quality management system where employees work according to quality standards, maintain cooperation with customers and suppliers, optimize processes, promote quality awareness, and regularly define and monitor quality goals.
David Foglio has over 20 years of experience leading teams in operations, sales, and customer service roles. He has a proven track record of improving processes and driving results, including setting sales records. Currently he is a Warehouse Manager coordinating logistics and supervising a team. Prior experience includes management roles at 7-11, Raw Juice, Target, and ExxonMobil where he consistently exceeded goals and improved underperforming locations.
The document is a resume for Ho Juan Yang, who has over 20 years of experience in operations, quality, and procurement for manufacturing companies. They currently work as a Business Development Manager and have previously held roles as Managing Director, Director of Operations, Manufacturing Manager, Materials Manager, and Quality Manager.
Accountable for a multi shift Operation manufacturing Truck Boxes and Tool Chests for global transport. Duties include overseeing Safety records, COGS, Capital Expenditure, Consignment Vendor Managed inventory and Financial and Productivity. Charged with developing and executing a future vision to remain globally competitive while leading 2 Managers and 100 associates.
-Assisted in reduction of past due from 4882 units to 900 units Since January
-Improving On time delivery to customer from 45% in January to 88% in August
-Driving efficiency and cost reduction projects to amount of $1.2M in ABS deck
-Implemented a 5S and Safety chart for daily up keep by associates driving better behavior
-Drove Safety Improvements through department by cultural change which resulted in reduction of Injuries and First Aids by 60%.
Arvind Kumar Tyagi has over 15 years of experience in production planning, quality control, and management. He is currently the Factory General Manager at Gupta Exim in Faridabad, India, where he oversees 750 employees. Previously, he held senior quality assurance roles at Li & Fung and Apparels International Sourcing. He seeks a senior managerial position involving technical and quality compliance, customer satisfaction, coordination, production planning, and relationship management.
Goal driven manager with a record of achievement. Adept at driving growth of company profits and improving team safety performance. Exceptional coach and leader. Strong Strategic planner, problem solver and persuasive leader. Committed to managing operations and projects flawlessly while consistently delivering desired results, and contributing to revenue producing activities.
Six Sigma is a methodology that aims for near perfection by striving for no more than 3.4 defects per million opportunities. It was developed by Motorola in 1986 and focuses on eliminating defects through statistical analysis. The DMAIC methodology includes five steps: define, measure, analyze, improve, and control. Companies like Motorola, General Electric, and Honeywell have saved billions of dollars through Six Sigma projects that streamline processes and reduce defects.
Gary Rice is a goal-driven manager with over 20 years of experience in supply chain management, production planning, and operations management. He is currently the Director of Supply Chain at Weaver Popcorn Co., where he manages a $2.9 million budget and team of 40 employees. In this role, he has reduced costs on raw materials and shipments while improving scheduling and inventory management. Previously, Rice held positions in production planning, operations supervision, and general management at Weaver Popcorn Co. and Aramark, where he consistently delivered results through strategic planning, process improvements, and team leadership.
SAP's quality vision is to consistently deliver high-quality solutions focused on improving customer satisfaction. Their mission includes researching new methods, proactively sharing knowledge, applying knowledge to enhance products and services, monitoring performance, and striving to prevent failures. The executive board's policy is to implement a quality management system where employees work according to quality standards, maintain cooperation with customers and suppliers, optimize processes, promote quality awareness, and regularly define and monitor quality goals.
David Foglio has over 20 years of experience leading teams in operations, sales, and customer service roles. He has a proven track record of improving processes and driving results, including setting sales records. Currently he is a Warehouse Manager coordinating logistics and supervising a team. Prior experience includes management roles at 7-11, Raw Juice, Target, and ExxonMobil where he consistently exceeded goals and improved underperforming locations.
The document is a resume for Ho Juan Yang, who has over 20 years of experience in operations, quality, and procurement for manufacturing companies. They currently work as a Business Development Manager and have previously held roles as Managing Director, Director of Operations, Manufacturing Manager, Materials Manager, and Quality Manager.
Accountable for a multi shift Operation manufacturing Truck Boxes and Tool Chests for global transport. Duties include overseeing Safety records, COGS, Capital Expenditure, Consignment Vendor Managed inventory and Financial and Productivity. Charged with developing and executing a future vision to remain globally competitive while leading 2 Managers and 100 associates.
-Assisted in reduction of past due from 4882 units to 900 units Since January
-Improving On time delivery to customer from 45% in January to 88% in August
-Driving efficiency and cost reduction projects to amount of $1.2M in ABS deck
-Implemented a 5S and Safety chart for daily up keep by associates driving better behavior
-Drove Safety Improvements through department by cultural change which resulted in reduction of Injuries and First Aids by 60%.
Arvind Kumar Tyagi has over 15 years of experience in production planning, quality control, and management. He is currently the Factory General Manager at Gupta Exim in Faridabad, India, where he oversees 750 employees. Previously, he held senior quality assurance roles at Li & Fung and Apparels International Sourcing. He seeks a senior managerial position involving technical and quality compliance, customer satisfaction, coordination, production planning, and relationship management.
Goal driven manager with a record of achievement. Adept at driving growth of company profits and improving team safety performance. Exceptional coach and leader. Strong Strategic planner, problem solver and persuasive leader. Committed to managing operations and projects flawlessly while consistently delivering desired results, and contributing to revenue producing activities.
Six Sigma is a methodology that aims for near perfection by striving for no more than 3.4 defects per million opportunities. It was developed by Motorola in 1986 and focuses on eliminating defects through statistical analysis. The DMAIC methodology includes five steps: define, measure, analyze, improve, and control. Companies like Motorola, General Electric, and Honeywell have saved billions of dollars through Six Sigma projects that streamline processes and reduce defects.
Gary Rice is a goal-driven manager with over 20 years of experience in supply chain management, production planning, and operations management. He is currently the Director of Supply Chain at Weaver Popcorn Co., where he manages a $2.9 million budget and team of 40 employees. In this role, he has reduced costs on raw materials and shipments while improving scheduling and inventory management. Previously, Rice held positions in production planning, operations supervision, and general management at Weaver Popcorn Co. and Aramark, where he consistently delivered results through strategic planning, process improvements, and team leadership.
Ethan Edwards is a Continuous Improvement and Operations Leader with over 15 years of experience executing change and applying Lean Six Sigma tools. He is a Certified Lean Six Sigma Black Belt who has achieved over $3 million in verified savings. Edwards has experience leading teams through strategic planning, culture change initiatives, and daily continuous improvement efforts. He has worked in manufacturing, business operations, sales, marketing, and product development across five countries.
Plan For Supply Chain Organization Growth - Bill KohnenBill Kohnen
A high level plan for Start ups and new companies to develop a Supply Chain team from start until 200M USD Revenue in 5 Phases. Parts can be used for bigger organizations in transition. Based on cross industry experience and input and discussion with Silicin Valley Start ups.
Wesley Keiter has over 31 years of experience in the retail grocery industry, primarily in supervisory and management roles. He is seeking a new management position where he can utilize his strengths in leadership, customer service, and operations. He has extensive experience managing produce operations, including overseeing departments, hiring and training staff, ensuring regulatory compliance, and achieving sales and profitability goals.
The document summarizes improvements made to warehouse operations and employee management. Key changes included reorganizing sanitation employee scheduling to improve efficiency, creating an equipment numbering policy to encourage accountability, and promoting employees to increase production quotas. These changes satisfied customers and increased sales by over 48%, saving the company $93,600 annually. A new product picking and inventory system allowed orders to be filled faster while improving employee safety and morale.
This candidate has over 20 years of experience in leadership roles with a focus on logistics, operations management, customer service, and business development. They have a track record of improving productivity, profitability, and customer satisfaction across multiple roles in retail management, warehouse operations, and deployment environments. Their skills include team building, financial management, inventory control, and developing staff.
Peter McCallum is an experienced Operations Leader with over 30 years of experience leading manufacturing operations and business improvement programs. He has a proven track record of utilizing lean manufacturing techniques like Six Sigma to reduce costs, improve efficiencies, and increase profits. Most recently, he served as Head of Operations for Camlin Technologies, where he established new manufacturing sites, improved supplier relationships, and developed employee training programs.
Carlton Stewart has over 15 years of experience in lean manufacturing as a production supervisor. He is currently a Production Supervisor at Weaver Popcorn where he is responsible for continuous improvement projects, training associates, and ensuring productivity goals are met. Previously, he was a Production Supervisor at Harlan Bakery/ConAgra Foods where he increased daily throughput by 20% in under a month. He also held a Production Supervisor role at Hostess Brand/Wonder Bread where he focused on safety, quality, cost, and inventory management. Stewart has a background in industrial maintenance and certifications in leadership development, forklift operation, SAP, Kaizen, and Lean Six Sigma green belt.
Guy Young has over 15 years of experience in senior operations and management roles in the liquor and retail industries. He is currently a Group Manager at Woolworths Supermarkets, where he manages teams to deliver on key metrics and develops management. Previously he held roles such as National Support Manager, National Safety Manager, and various store and area management positions. He has a proven track record of achieving sales growth, cost reductions, and developing high performance teams.
This document provides an introduction to operations management. It defines operations management as the set of activities involved in transforming inputs into outputs through production. The key learning objectives are to define operations management, distinguish between goods and services, and explain the differences between production and productivity. The document outlines the basic functions of operations managers and the 10 critical decisions they must make. It also discusses trends in operations management, such as the increasing focus on sustainability, globalization, and rapid product development.
Mr. Dusitsun Narkprasert is a Thai national seeking a position in supplier quality management or new program management, with over 20 years of experience in engineering roles focused on supplier quality, manufacturing processes, and quality systems for companies in the hard drive and automotive industries. He has a master's degree in industrial management and certifications in quality systems and process improvement methods.
This document is a resume for Sashikant Hembrram summarizing his professional experience and qualifications. It outlines his 5 years of experience working in supply chain management at Procter & Gamble, where he led warehouse operations and was responsible for tasks like production planning, inventory management, and vendor relations. It also provides details on his educational background, including an ITI in fitting and CBSE secondary education, as well as his proficiency with SAP and Microsoft Office.
Ian Wooff has over 25 years of experience in production, warehouse, and customer service management in the food and beverage manufacturing and logistics sectors. He has a strong track record of improving processes, reducing costs and risks, and developing high-performing teams. His qualifications include an International CPC, NEBOSH H&S in Construction, IOSH, and NVQ Accounting Level 4.
Saptarshi Bhattacharjee is seeking assignments in plant operations, statutory operations, finance, HR, and supply chain management with a technology-driven FMCG or food and beverage organization. He has over 14 years of experience in production, quality assurance, maintenance, supply chain management, and people leadership. He is skilled in innovating solutions, analyzing processes, and strategically managing projects to increase productivity and efficiency.
Resume_of_Debashish_Pan_updated_Aug_15 (1)Debashish Pan
Debashish Pan has over 17 years of experience in materials management and supply chain roles. He is currently seeking a senior role in stores, warehouse, inventory, or supply chain management, preferably in manufacturing. He has a track record of reducing inventory levels while maintaining high on-time delivery rates. His skills include strategic planning, vendor development, inventory management, customer relationship management, and team leadership.
Numan Noor has over 10 years of experience in manufacturing and packaging operations management in Pakistan and Sri Lanka. He has held positions of increasing responsibility, most recently as the Industrial Performance Manager at Packages Limited in Lahore, Pakistan where he leads continuous improvement efforts and productivity initiatives across the company. Prior to that, he worked as Production Manager for several packaging companies where he improved key metrics like waste reduction, equipment efficiency, and safety.
This document contains a job application from Shivanand Padayachi for a Production Team Coordinator position. It includes a job objective, summary of qualifications, work experience, education history, and references. The applicant has over 15 years of experience in production, processing, quality control, and leadership roles in the food industry, and seeks to utilize their problem solving, analytical, and team leadership skills.
Jagdish Ramamurthy is seeking a position that allows him to apply his 5 years of experience in supply chain operations, warehousing, production planning, and event management. He has a background in production, warehousing, supply chain activities, and continuous improvement. Currently he works as a Senior Mechanical Engineer for an industrial fan manufacturing company in Dubai, where he coordinates production and ensures quality requirements are met. Previously he worked as a Warehouse Manager for Bharti Airtel, managing inventory, distribution, and implementing improvements.
Bernard M. Harrington has over 25 years of experience as a store manager, most recently with Waldbaums, Incorporated. He has a proven track record of turning around underperforming stores by improving employee morale, increasing sales and profits, minimizing risks, and ensuring a positive customer experience. His accomplishments include growing sales by $5.6 million over four years at one store and reducing stock loss percentages at another store.
This document provides an overview and implementation guide for ISO 9001, which establishes standards for quality management systems. It discusses the benefits that companies gain from adopting ISO 9001 principles, including more efficient operations, better cost control, and faster implementation of new practices. The guide then covers key aspects of implementing ISO 9001, such as understanding the standard, gaining management commitment, defining processes, measuring customer satisfaction, conducting internal audits, and continually improving the system. It emphasizes that the system should work for each individual organization.
vivek sharma business process reengineering presentationAkash Maurya
Business process reengineering (BPR) involves fundamentally rethinking and radically redesigning core business processes to achieve dramatic improvements in critical areas like quality, cost, and cycle time. It aims for order-of-magnitude or 10 times improvements, not just marginal gains. BPR focuses on business processes rather than organizational structures and seeks to start processes from scratch rather than improve existing ones incrementally. The goal is dramatic improvements through innovation rather than continuous refinement.
My experience includes recruitment, training, and development in the areas of; retail, sales, call center, restaurant, leadership, nursing, revenue cycle, allied health, and construction. I pride myself on the ability to quickly learn a new industry and understand the qualities needed for a superior hire.
People are my passion. Who could ask for anything more?
Let me show you how I can successfully assist your team to inspire and influence others, for maximum return on investment.
Ethan Edwards is a Continuous Improvement and Operations Leader with over 15 years of experience executing change and applying Lean Six Sigma tools. He is a Certified Lean Six Sigma Black Belt who has achieved over $3 million in verified savings. Edwards has experience leading teams through strategic planning, culture change initiatives, and daily continuous improvement efforts. He has worked in manufacturing, business operations, sales, marketing, and product development across five countries.
Plan For Supply Chain Organization Growth - Bill KohnenBill Kohnen
A high level plan for Start ups and new companies to develop a Supply Chain team from start until 200M USD Revenue in 5 Phases. Parts can be used for bigger organizations in transition. Based on cross industry experience and input and discussion with Silicin Valley Start ups.
Wesley Keiter has over 31 years of experience in the retail grocery industry, primarily in supervisory and management roles. He is seeking a new management position where he can utilize his strengths in leadership, customer service, and operations. He has extensive experience managing produce operations, including overseeing departments, hiring and training staff, ensuring regulatory compliance, and achieving sales and profitability goals.
The document summarizes improvements made to warehouse operations and employee management. Key changes included reorganizing sanitation employee scheduling to improve efficiency, creating an equipment numbering policy to encourage accountability, and promoting employees to increase production quotas. These changes satisfied customers and increased sales by over 48%, saving the company $93,600 annually. A new product picking and inventory system allowed orders to be filled faster while improving employee safety and morale.
This candidate has over 20 years of experience in leadership roles with a focus on logistics, operations management, customer service, and business development. They have a track record of improving productivity, profitability, and customer satisfaction across multiple roles in retail management, warehouse operations, and deployment environments. Their skills include team building, financial management, inventory control, and developing staff.
Peter McCallum is an experienced Operations Leader with over 30 years of experience leading manufacturing operations and business improvement programs. He has a proven track record of utilizing lean manufacturing techniques like Six Sigma to reduce costs, improve efficiencies, and increase profits. Most recently, he served as Head of Operations for Camlin Technologies, where he established new manufacturing sites, improved supplier relationships, and developed employee training programs.
Carlton Stewart has over 15 years of experience in lean manufacturing as a production supervisor. He is currently a Production Supervisor at Weaver Popcorn where he is responsible for continuous improvement projects, training associates, and ensuring productivity goals are met. Previously, he was a Production Supervisor at Harlan Bakery/ConAgra Foods where he increased daily throughput by 20% in under a month. He also held a Production Supervisor role at Hostess Brand/Wonder Bread where he focused on safety, quality, cost, and inventory management. Stewart has a background in industrial maintenance and certifications in leadership development, forklift operation, SAP, Kaizen, and Lean Six Sigma green belt.
Guy Young has over 15 years of experience in senior operations and management roles in the liquor and retail industries. He is currently a Group Manager at Woolworths Supermarkets, where he manages teams to deliver on key metrics and develops management. Previously he held roles such as National Support Manager, National Safety Manager, and various store and area management positions. He has a proven track record of achieving sales growth, cost reductions, and developing high performance teams.
This document provides an introduction to operations management. It defines operations management as the set of activities involved in transforming inputs into outputs through production. The key learning objectives are to define operations management, distinguish between goods and services, and explain the differences between production and productivity. The document outlines the basic functions of operations managers and the 10 critical decisions they must make. It also discusses trends in operations management, such as the increasing focus on sustainability, globalization, and rapid product development.
Mr. Dusitsun Narkprasert is a Thai national seeking a position in supplier quality management or new program management, with over 20 years of experience in engineering roles focused on supplier quality, manufacturing processes, and quality systems for companies in the hard drive and automotive industries. He has a master's degree in industrial management and certifications in quality systems and process improvement methods.
This document is a resume for Sashikant Hembrram summarizing his professional experience and qualifications. It outlines his 5 years of experience working in supply chain management at Procter & Gamble, where he led warehouse operations and was responsible for tasks like production planning, inventory management, and vendor relations. It also provides details on his educational background, including an ITI in fitting and CBSE secondary education, as well as his proficiency with SAP and Microsoft Office.
Ian Wooff has over 25 years of experience in production, warehouse, and customer service management in the food and beverage manufacturing and logistics sectors. He has a strong track record of improving processes, reducing costs and risks, and developing high-performing teams. His qualifications include an International CPC, NEBOSH H&S in Construction, IOSH, and NVQ Accounting Level 4.
Saptarshi Bhattacharjee is seeking assignments in plant operations, statutory operations, finance, HR, and supply chain management with a technology-driven FMCG or food and beverage organization. He has over 14 years of experience in production, quality assurance, maintenance, supply chain management, and people leadership. He is skilled in innovating solutions, analyzing processes, and strategically managing projects to increase productivity and efficiency.
Resume_of_Debashish_Pan_updated_Aug_15 (1)Debashish Pan
Debashish Pan has over 17 years of experience in materials management and supply chain roles. He is currently seeking a senior role in stores, warehouse, inventory, or supply chain management, preferably in manufacturing. He has a track record of reducing inventory levels while maintaining high on-time delivery rates. His skills include strategic planning, vendor development, inventory management, customer relationship management, and team leadership.
Numan Noor has over 10 years of experience in manufacturing and packaging operations management in Pakistan and Sri Lanka. He has held positions of increasing responsibility, most recently as the Industrial Performance Manager at Packages Limited in Lahore, Pakistan where he leads continuous improvement efforts and productivity initiatives across the company. Prior to that, he worked as Production Manager for several packaging companies where he improved key metrics like waste reduction, equipment efficiency, and safety.
This document contains a job application from Shivanand Padayachi for a Production Team Coordinator position. It includes a job objective, summary of qualifications, work experience, education history, and references. The applicant has over 15 years of experience in production, processing, quality control, and leadership roles in the food industry, and seeks to utilize their problem solving, analytical, and team leadership skills.
Jagdish Ramamurthy is seeking a position that allows him to apply his 5 years of experience in supply chain operations, warehousing, production planning, and event management. He has a background in production, warehousing, supply chain activities, and continuous improvement. Currently he works as a Senior Mechanical Engineer for an industrial fan manufacturing company in Dubai, where he coordinates production and ensures quality requirements are met. Previously he worked as a Warehouse Manager for Bharti Airtel, managing inventory, distribution, and implementing improvements.
Bernard M. Harrington has over 25 years of experience as a store manager, most recently with Waldbaums, Incorporated. He has a proven track record of turning around underperforming stores by improving employee morale, increasing sales and profits, minimizing risks, and ensuring a positive customer experience. His accomplishments include growing sales by $5.6 million over four years at one store and reducing stock loss percentages at another store.
This document provides an overview and implementation guide for ISO 9001, which establishes standards for quality management systems. It discusses the benefits that companies gain from adopting ISO 9001 principles, including more efficient operations, better cost control, and faster implementation of new practices. The guide then covers key aspects of implementing ISO 9001, such as understanding the standard, gaining management commitment, defining processes, measuring customer satisfaction, conducting internal audits, and continually improving the system. It emphasizes that the system should work for each individual organization.
vivek sharma business process reengineering presentationAkash Maurya
Business process reengineering (BPR) involves fundamentally rethinking and radically redesigning core business processes to achieve dramatic improvements in critical areas like quality, cost, and cycle time. It aims for order-of-magnitude or 10 times improvements, not just marginal gains. BPR focuses on business processes rather than organizational structures and seeks to start processes from scratch rather than improve existing ones incrementally. The goal is dramatic improvements through innovation rather than continuous refinement.
My experience includes recruitment, training, and development in the areas of; retail, sales, call center, restaurant, leadership, nursing, revenue cycle, allied health, and construction. I pride myself on the ability to quickly learn a new industry and understand the qualities needed for a superior hire.
People are my passion. Who could ask for anything more?
Let me show you how I can successfully assist your team to inspire and influence others, for maximum return on investment.
Total Quality Management (TQM) and Six Sigma are quality management methodologies. TQM focuses on continuous improvement through customer focus, employee empowerment, and fact-based decision making. It requires top management commitment, customer focus, employee involvement, continuous improvement processes, supplier partnerships, and performance metrics. Six Sigma aims to reduce defects to 3.4 per million opportunities through statistical analysis and process optimization using DMAIC or DMADV methodologies. Both approaches emphasize data-driven problem solving and achieving minimal defects through continuous improvement cycles.
The document outlines 24 key concepts and terminologies used in total quality management (TQM). Some of the main points discussed include focusing on customer satisfaction, engaging employees in decision making, integrating systems across departments, emphasizing continual improvement, utilizing data, and establishing quality management systems. TQM aims to foster collaboration, efficiency, and excellence through strategic and systematic approaches.
This document summarizes a consulting company that helps clients uncover hidden opportunities and profits through performance improvement. They promise 20-50% improvements within weeks using their rapid results methodology. Their approach involves assessing opportunities, building teams, delivering big results quickly, and embedding changes. They have experience across industries in Europe and only charge fees if results are delivered.
Simon Mayo is a transformational leader with extensive experience managing operations and leading teams in the insurance and financial services industries. He has a track record of inspiring individuals and teams to higher performance levels, implementing process improvements that increase efficiency by 30% or more, and transforming underperforming businesses into profitable ones. Mayo is also skilled in change management, relationship building, and training and developing employees.
Scott Di Stefano is a talented operations leader with over 15 years of experience managing teams and improving processes. He currently works as the Branch Manager for ABM Onsite Services in Bakersfield, CA, where he oversees a staff of 120 employees. Previously he held management roles at companies like Safelite Auto Glass, AM-PAC Tire Distributor, and Ironwood Communications. He has a track record of increasing revenue, reducing costs, developing partnerships, and improving customer satisfaction.
Lisa Ruddle has over 25 years of experience in supply chain management, most recently as S&OP Manager at Corin Group PLC where she designed and implemented a new global S&OP framework. Prior to that she held several senior supply chain roles at TE Connectivity, managing over $250M in sales and $25M in inventory. She has a strong track record of improving delivery performance, reducing costs and inventory, and developing teams.
Manex Services, Consultant Overview and Project HighlightsGene Russell
This document provides information about Manex, a consulting firm that provides services exclusively to manufacturers, distributors, and their supply chains. It summarizes Manex's philosophy of helping manufacturing companies compete globally through innovative business practices. It describes Manex's holistic approach, expertise in manufacturing operations, and integrated services in strategy, people, processes, and performance management to help clients achieve growth, profitability, and competitive advantage.
Manish Parashar is an experienced production and operations professional with over 14 years of experience in automotive manufacturing. He is currently an Assistant Manager of Assembly Frame at Honda Cars India Ltd. in Bhiwadi, Rajasthan, where he guides a team of 12 engineers and 300 associates. Previously he held roles at Renault Nissan Automotive India and Denso India, where he led production, quality control, and assembly inspection teams. He has a degree in Mechanical Engineering and experience improving productivity, quality, and efficiency.
Manex is a consulting firm that has exclusively served manufacturers and distributors since 1995. They provide strategic solutions to help clients enhance their businesses and gain competitive advantages. Their team of experts bring decades of experience in manufacturing, consulting, and business. Manex helps clients through tailored solutions focused on strategy, talent development, process improvement, and performance measurement. The goal is to help clients increase revenue, productivity, and customer value.
Workwise is a training company that has delivered custom learning solutions to South African businesses for over 28 years. They provide programs in areas like leadership, management, customer service, and sales. Their solutions are designed to be immediately applicable on the job and provide an instant return on investment through improved performance and productivity. Workwise is accredited by the relevant standards body and has received additional certifications for quality assurance.
Workwise is a training company that has delivered custom learning solutions to South African businesses for over 28 years. They provide programs in areas like leadership, management, customer service, and sales. Their solutions are designed to be immediately applicable on the job and provide an instant return on investment through improved performance and productivity. Workwise is accredited by the relevant standards body and has received additional certifications for quality assurance.
Workwise is a training company that has delivered custom learning solutions to South African businesses for over 28 years. They provide programs in areas like leadership, management, customer service, and sales. Their solutions are designed to be immediately applicable on the job and provide an instant return on investment through improved performance and productivity. Workwise is accredited by the relevant standards body and has received additional certifications for quality assurance.
The document discusses Carmagen Engineering's approach to achieving maintenance excellence and improving reliability for clients. It involves conducting assessments of clients' current maintenance effectiveness, benchmarking against competitors, and establishing improvement objectives. Carmagen engineers work with clients to develop alignment and implement priority action plans to achieve maintenance excellence through organizational and procedural improvements.
Sean Mahoney is an experienced transportation and logistics manager who has owned and operated his own beard care product business since 2014. He has a background in freight operations management, leading teams of up to 75 employees, and has successfully streamlined operations. Mahoney is skilled in business development, operations management, process improvement, and customer service. He is seeking new opportunities to utilize his skills in leadership, strategy, and optimizing efficiency.
Keith Leonard has over 12 years of experience in sales operations management and business program management. He has a proven track record of developing new protocols that drive seamless transitions from request to fulfillment. As a Sales Operations Manager and Business Program Manager, he has received high customer satisfaction rates of over 97% and generated sales goals over 150%. He is skilled in areas such as program management, procurement, customer service, and team building.
1. ASSOCIATED GROCERS OF NEW ENGLAND
The Customer
Associated Grocers of New England, Inc. (AGNE) is the largest retailer-owned
wholesale grocery distribution center in New England. The group was
established in 1946 by 21 independent retailers interested in forming a company
with greater purchasing power than they could realize individually.
Associated Grocers of New England, Inc. serves more than 600 independent
grocers and convenience stores in half a dozen New England states (New
Hampshire; Vermont; Massachusetts; Connecticut; Rhode Island; Maine) and in
the upstate New York/Albany area.
• Approximately $300 million in annual sales
• The company employs about 600 employees including their
Corporate store division.
• Roughly 110 – 125 Full-Time warehouse workers depending on
seasonality.
The Challenge
In 2006, Associated Grocers of New England, Inc. moved into a newly
constructed distribution center in Pembroke, New Hampshire. The new facility
was designed to provide improvements in all areas of operations. Given that
labor performance is one of the most critical components of efficient operations,
AGNE chose TZA to assist them in optimizing their productivity and throughput
levels.
Business Challenge
• Existing labor performance standards were becoming outdated due to
process changes and production improvements and did not fairly
represent the operational efficiencies available in the new building.
• Management was concerned about implementing a change management
process to address low productivity levels
• The operation was experiencing a high turnover rate in the distribution
center at the entry level selector positions.
• Associated Grocers of New England, Inc. wanted their warehouse
employees to maintain peak performance levels on an on-going basis
2. The Solution
Associated Grocers of New England, Inc. asked TZA to conduct an evaluation of
its labor performance standards and provide recommendations for improvement.
TZA’s 25-year record of success in the labor management field eliminated any
concerns by Associated Grocers of New England, Inc. of the firm’s ability to
successfully achieve the project objectives.
As a first step, TZA validated all existing labor standards at the distribution
center. TZA’s blended development approach, with state-of-the-art data
collection technology, quickly resulted in assurance that each standard was fair
and equitable. The confidence achieved during the standards validation phase of
this project served to provide the “foundation” needed for success.
TZA’s labor standards utilize multiple determinants, such as lines, pieces, cases,
cube, weight, reaches and dynamic travel algorithms to assure each standard
time represents the work cycle accurately. This development approach allows for
standards in every area of the building to flex up or down automatically as work
content changes, resulting in minimal maintenance.
Next, TZA implemented its “Performance Management” phase, including proven
change management, professional management training and implementation
strategies that transition an existing operation from its current state to a high
performance culture. Performance Management processes enabled Associated
Grocers of New England, Inc. to not only achieve the newly established
performance levels but also experience lower turnover and more engaged
associates, while promoting an environment of continuous improvement. TZA’s
“Performance Management” program equipped the managers of Associated
Grocers of New England, Inc. with the tools to develop individual and group
goals, facilitate daily and weekly review meetings, and implement performance
monitoring techniques, individual and group training sessions and strategic
execution.
Associated Grocers of New England, Inc. and TZA worked together to not only
achieve the short term performance goals and resulting savings but also to
create and sustain a continuous improvement culture.
To meet the continuous improvement objective, TZA introduced its
Professional Management Training program to provide the managers of
Associated Grocers of New England, Inc. with the skills necessary to lead
their teams to higher levels of performance. Combining broad operating
experience with professional training assures the investments made in
operational infrastructure will continue to perform at their peak levels.
TZA consultants customized and facilitated a combination of classroom and on-
the-floor training sessions for the Associated Grocers of New England, Inc. floor
management team:
3. Managing With Engineered Standards
Motivating Your Associates
Understanding and Managing People
Purposeful Communication
Situational Leadership
Using Discipline to Manage Your Environment
Coaching and Counseling for Peak Performance
Managing Change
Conducting Effective Observations
Managing Conflict
Observation Training (on-the-floor)*
Results
The results achieved by Associated Grocers of New England, Inc. confirm TZA’s
long-standing viewpoint that transformation of a work culture can be
comprehensive and sustainable only when the actions and beliefs of
management support the objectives of the change management process.
TZA's labor management program, supported by the adoption of Engineered
Labor Standards, Performance Management processes, and Professional
Management Training, resulted in the following improvements…..
• The Multi-Level pick zones achieved a 47% increase in selection
performance, improving the average cases per hour from 85 to 125
• Receiving operations improved 26%
• Turnover rate declined from 80% to 38%
• The percentage of labor costs attributed to overtime dropped from 10% to
3%. During the busy summer season, overtime dropped from 20% to
10%.
• Throughput increased by 15%
4. QUOTES FOR STEVE CREED
• TZA’s Performance Management methods contributed immediately to a
more effective working partnership between our warehouse supervisors
and associates, a key element to our success in maintaining a high
performance culture at the Associated Grocers of New England, Inc.
• TZA’s Engineered Labor Standards approach created labor performance
standards that everyone in the warehouse accepted because the
standards were found to be fair, accurate and specific to our work
conditions. The fact the new standards continue to yield positive results
for our operation is a testament to the efficacy of the TZA system.
• The Professional Management Training program provided greater
understanding by our warehouse supervisors of the benefits of
incorporating new labor standards into our operation. They now are
equipped with the tools to more effectively recruit and engage our
warehouse associates. The new partnership creates a better work
environment that increases job satisfaction for our associates and
produces the best results for our retail clients.