1. M ICHAEL JARVIS
OPERATIONS LEADER – CHANGE AGENT
PROJECT MANAGEMENT
Experienced in developing solutions that improve operational efficiencies across multiple industries. A progressive
leader who fosters team empowerment, education and clear expectations to drive organizational improvements.
Leverages communication skills, technical ability and business acumen with a lean approach to create operational
excellence.
Areas of Expertise
 Operational Efficiencies  Multi-site Management  Lean Implementation
 Effective Communication  Just In Time Scheduling  Project Management
 People Development  Metric Dashboard Creation  Data Analysis / Organization
 Talent Management  Startup Operations  Budgeting and Cost Control
EXPERIENCE AND ACHIEVEMENTS
DEFINITY PARTNERS – RESTERVILLE, OH JAN 2008 THROUGH MAR 2010
Project Manager
Partnered with organizations to provide operational and lean expertise to improve their ability to adapt to the
change market conditions.
Contributions –
 $2.8MM Annual savings recognized by clients in first year.
 Delivered creative solutions by utilizing internal capabilities and talents consistent with company
vision and values.
 Provided executive coaching for organizational leaders.
 Presented at educational, marketing and guest speaker events as a change agent expert.
 Supported new market growth with networking, marketing events and cold calling.
 Closed retention/extension sales and participated in new sales calls and assessments.
Jet Container – Corrugate Box Manufacturer in Columbus, OH
Through hands on training and development, we implemented a management system, lean principles and a dashboard that
measured production performance, job costing and shipping performance. The team achieved a 23% improvement in Overall
Equipment Effectiveness (OEE), 30% reduction of waste and 98% on-time shipping in just 13 weeks. ROI – 1.5x
Bescast – Investment Casting in Willoughby, OH
A highly regulated company that serves the aerospace industry, the focus was to increase throughput and capacity to improve
lead times and bottom line contribution. Quick wins in scheduling, waste elimination, attribute auditing and open lines of
communication were the keys to success. The collaboration of the teams working together, yielded an increase of18% in
throughput and a 30% reduction in backlog in just 18 weeks. ROI – 1.8x
AdL Technology – Printed Circuit Board in Hilliard, OH
Process flow diagrams highlighted the inefficiencies in material handling and workload balancing due to the layout of the
operations. Within days, a plan to redesigned the most labor intense area and change to a 1pce flow processing model was in
motion. A blend of classroom education and mentoring on the floor in the heat of the action developed solid improvements in all
7 departments. The management system deployed throughout the organization reviewed labor performance, lead times and
the cost of quality that focused the team’s effort on the highest return opportunities. “Could we have done this on our own,
probably, but certainly not this fast or this good.” Craig Miller, Owner ROI – 2.1x
Hohman Plating – Metal Coating in Dayton, OH
The team was challenged with the unpredictability of their product mixed and missing delivery commitments. Multiple areas were
quickly identified impacting the response time – tank reliability/predictability, engineering review process, and scheduling. By
zoning the operations, assigning responsibility, cross training and equipping them with scheduling tools the team was able to
accomplish amazing results with consistency. The backlog of “old” late orders were reduced by 87%, tank reliability improved by
90% and most importantly the collaboration of the management team allowed them to move product through the facility quickly
and reliably.
Sanese Services – Food Services in Columbus, OH
The vending operation was looking to control their cost of goods to maintain low costs for their vending consumers. The frontline
associates were engaged to develop a system to measure and maintain daily product cost efficiencies. Scorecards reporting
daily sales, costs and wastes equipped them to budget and manage their field inventories. Extending the focus into the
warehouse operations, we were able to identify system capabilities not being utilized. Efficient picking paths, weekly inventory
reconciliation and daily driver pull sheets reduced inventory variations by over 90%. Open communications between associates
and management brought a team focused approach to improving customer satisfaction and account profitability. ROI – 5x

2. RR DONNELLEY – GROVE CITY, OH MAY 2006 THROUGH DEC 2007
Facility Manager
Grew the 300,000sf integrated print fulfillment service operation through new product offerings and plant
consolidation efforts. As Facility Manager, there was full P&L responsibility for the operation staffed with
primarily contract labor (>80). The facility grew more than 100% in distribution, print and fulfillment activity in less
than 18 months requiring leadership team development and a solid frontline training program to improve the
service levels. Through open communication, coaching, clear expectations and accountability the ISO
certified facility was transformed into a showcase of our capabilities with the ability to deliver.
Contributions –
 Reduced warehouse labor cost per line by 30% in under 18 months.
 Same day shipping improved from 80% to 95% through order tracking system developed.
 Created a daily dashboard for the frontline to measure success and lessons learned directly
supporting the monthly key metrics for cost, quality, delivery and safety.
 Instituted a customer service team to provide quick response to customer change requests.
 Developed the management staff to manage multiple shifts and plan a purposeful plan.
 Implemented a screen test and training process to expedite learning curve and reduce
turnover.
 Adopted a peer recognition program for contribution improving employee satisfaction.
 Hosted customer tours assisting sales with operational confidence and closes of new business.
RELIZON/WORKFLOWONE – GROVE CITY, OH OCT 2000 THROUGH JAN 2006
Operations Manager (Grove City, OH 2005-2006)
Managed the day to day operations for Relizon’s customer showcase 325,000sf on-demand print and fulfillment
operation with new product offering. This full service center supported same day packaging of personalized
digital printing and warehouse merchandise to support our clients targeted marketing with minimal
obsolescence and maximum flexibility.
Contributions –
 Hired and developed a new leadership team to support the growth and size.
 Worked closely with sales and marketing to leverage facility capabilities and close new sales.
Director of Regional Operations (Dayton, OH 2003-2004 relocated to Grove City, OH 2004-2005)
Led the warehouse (13) and print shop (4) operations in the eastern region of the US. The locations totaled
almost 1MM square feet and more than $14MM in annual spend responsibility. My mission was to implement a
regional on-demand print fulfillment operations model to reduce operating costs, maximize capital return and
provide great service offerings and consolidation of small “near the client” distribution center.
Contributions –
 Increased region profitability by 10% while experiencing 32% increase in line activity.
 Exceeded print shop contribution plan by 25%.
 Led the network in Voice of the Customer Surveys with top 3 categories – customer service, on-
time shipments and flexibility.
 Consolidated 3 operations to reduce operating expenses and maximize available capacity.
 Managed the design, build and opening of the first “Super Center” in Columbus, OH.
 Relocated the Boston operation to introduce digital print and fulfillment operation.
 Instituted weekly operational review and 1on1’s with facilities leaders to educate on strategies,
best practice sharing and personal development with great results.
Industrial Engineering (Dayton Ohio 2000-2003)
Joined the organization as an Industrial engineer in 2000 and was quickly recognized for my contributions with a
promotion to the IE Manager. In this role I led the many efforts to improve operational efficiencies in our full
print production facilities across the US and Canada.

3. Contributions –
 Implemented a management system to measure efficiencies or equipment in our premier
Canadian label operation in Orangeville, Ontario. Combined with Lean principles for waste
elimination achieved a 50% improvement in throughput. Created a database to track the
hundreds of dies locations, usage, tooling history and PM. “You did in 3mos what I have been
trying to do for years with corporate (Canadian) and they said it could not be done.” – Albert
Follmi, GM
 Located and built out a distribution center in Seattle, WA for a client and was full operational in
45 days from receiving the key. “I never thought it could happen, Mike is a get it done guy.” Ed
Washko, RSM
 Conducted regional US/Canadian SMED/5S training in multiple sites in a Kaizen format to
increase efficiencies, share best practices and a peer network in plant frontline supervision.
Coined as Project WOW – War on Waste
 Programmed performance tracking, scheduling and parametric estimating systems to maximize
productivity and equipment utilization.
 Developed relationships that produce efficient and cost effective remote project management.
EMERY WORLDWIDE AIRLINES – FAIRBORN, OH SEP 1997 THROUGH OCT 2000
Senior Engineer (Springfield, MA in 1997 and relocated to Fairborn, OH 1998-2000)
Promoted to corporate to support process improvement efforts and training in the 10 PMPCs for the
USPS Priority Mail network. During peak operating times (Thanksgiving to Christmas) I would support
local management in supervision responsibilities.
Contributions –
 Conception, development and implementation of a statistical application responsible for
measuring the accuracy of $35,000,000 per month of revenue.
 Tested and measured new shipping methods that allowed increased transportation utilization by
180% with projected savings of $1.2 million annually.
 Worked with the Nashua, NH management team to increase productivity by 28% through
resource modeling.
 Developed contingency and disaster recovery plans for PMPC operations.
UNITED PARCEL SERVICE – HARTFORD, CT SEP 1993 THROUGH OCT 1997
Industrial Engineer Technician
Started my time with UPS as an on-call temporary associate, I was involved with KORE (Keeping Our
Reputation for Excellence) and began challenging the way things were completed. Led to promotion
in 8 mos to the Strategic Systems Group followed by increasing responsibility to a regional special
assignment.
Contributions –
 Created training systems and material for driver training on the new technology through visual
aids.
 Managed resource modeling and forecasting for 18 facilities with less than 3% variance.
 Designed and implement a Hub Exception System allowing for immediate address corrections
and service charges generating $300,000 on an investment of less than $5,000.
 Key developer in the Service Provider Automated Reporting Center (SPARC) to measure and
report center daily performance levels versus the standard weekly reporting.
 Sole developer of the Service Provider Daily Dispatch Report that would allow the presort
operation to enter the volume level, detect the correct number of routes, develop load charts
and time available for NDA deliver commitments based.
EDUCATION / TRAINING / PROFICIENCIES
Bachelor of Science in Mechanical Engineering, Western New England College, Springfield MA 1991
Associates in Engineering Science, Greenfield Community College, Greenfield MA 1989
Sandler Sales Training in 2009
4336 Seashell Ct – Grove City, OH 43123 (614) 316-4309 mikejrvs@gmail.com