The document provides a summary of Chowki Nesser's professional experience and qualifications. It summarizes that he has over 30 years of experience in operations management, including managing over 45 industrial engineers across 23 USPS facilities. It also details his experience implementing Lean Six Sigma strategies to achieve cost savings and productivity improvements in various USPS districts and facilities.

1. Chowki H. Nesser
623 Pelican Ave Gaithersburg, MD 20877 or 6105 Savona Run, Lakewood Ranch, FL 34211
Mobile: 440-376-7781
Email: cnesser@usps.gov
Executive Profile & Objective
Seasoned professional with comprehensive experience and visible achievements in diverse manufacturing
and plant operations arenas. Proven track record for implementing strategies using Lean Six Sigma to
enhance productivity and profitability. Experienced in managing mid-level managers, engineers,
technicians, and unionized workforce. Seeking a leadership role in an Executive management position that
can utilize demonstrated expertise in achieving positive financial and operational results. Areas of
expertise include:
Strategic and Tactical Planning Business Process Optimization
Managing performance Staff Development, & Executive Coaching
Team leadership & mentoring Creative problem solving
Quality Assurance Profit & Loss Responsibility
Contract negotiations Union Management Experience
Professional Experience
Manager Industrial Engineering Program USPS – G’burg, MD 2007 – Present
 Successfully hired, trained & managed over 45 Industrial Engineers operating at 23 Plants &
Distribution Centers (PDCs) across the Capital Metro Area covering six states. Improved retention
of hired engineers from 12% to 62%, highest in the country amongst the seven Areas of the U.S
Postal Service.
Manages the activities and assignments of all Industrial Engineers, monitors performance progress, and
provides continuous guidance to ensure successful projects implementation. I provide guidance to Plants’
operations in the preparation of financial operating plans and budget year estimates. Furthermore, I
oversee and conduct the most complex projects to design studies and data collection methods to measure
costs of new and current programs and factors which influence cost behavior and variability.
I have deployed Lean Six Sigma (LSS) strategies and tools through robust DMAIC (Design, Measure,
Analyze, Implement, and Control) procedures to implement continuous improvement of equipment and/or
systems at all existing facilities achieving unprecedented savings and service. I am accountable for
managing cost-savings initiatives, replication of continuous improvement projects and projects with vital
improvement objectives to increase productivity index and ultimately reduce Total Operating Expenses
(TOE).
 During the first six months of 2015, transformed the Baltimore District Operation through a Lean
Six Sigma (LSS) project (Baltimore Lean District/Plant) and achieved the following results; 1)
improved clerks/mail handlers OT from 13.56% to 8.34% a saving of $1.6 million 2) improved city
carriers OT from 15.56% to 13.96% = $1.06 million 3) improved Rural carriers OT from 7.31% to
3.74% = $868,522.
 Improved Baltimore District’s National ranking from 63 out of 66 to #30 in 21 weeks
Plant Manager, Atlanta Network & Distribution Center (NDC) 1/2013 – 9/2013
As a plant Manager, I evaluated trends in the performance of systems and equipment initiated actions to
resolve operational problems and ensured the most effective use of resources. Managed the
implementation of programs to improve productivity and reduce costs including systems; to collect, track,
and measure operational and equipment performance data. Also, as a Plant Manager, I oversaw the
maintenance of the facility, systems and equipment; ensured compliance wit h maintenance standards and
compliance with all state and federal environmental and safety regulations. Also I;
 Managed a large scale facility successfully during a critical period of facility consolidations of
multiple operations into one. This required extreme attention to details and executing plans

2. involving operational changes in network distribution while ensuring all 518 employees are on the
same page.
 Reversed transportation & operational cost by Improving productivity index from 57.3% to 74.7%
a saving of $ 4.7 million and decreased OT usage from 14.61% to 6.32% a saving of $2.2 million
 Proactively negotiated with union reps and resolved hundreds of grievances improving overall
employee morals and fostered a positive management labor relationship achieving unprecedented
productivity results.
 Effectively managed the facility to ensure that 339 trips are leaving & arriving on time to/from
throughout the U.S. The timely departure and arrival of these trips were critical for the supply
chain process not to have interruptions for the efficiency and cost effectiveness of operations &
customer service.
Mgr Engineering & Mgr Operations USPS – Cleveland/Cincinnati, 1994 - 2007
As the Mgr Engineering & Support, I managed the ongoing review and evaluation of service and quality
performance and provided technical support to offices within the Cleveland & Cincinnati Districts. I
managed the development of local plans to implement national and Area processing and distribution
programs and policies. My responsibilities included managing the development of local requirements for
space, facilities, equipment and staffing; as well as working with local managers to develop economic
justifications, assess alternatives and determine priorities. I met with c ustomers, major mailers and
suppliers on regular basis to resolve problems that dealt from customer complaints to contractual issues
with vendors and suppliers. I lead numerous teams that were involved in the implementation of various
projects. These projects included but were not limited to:
 The expansion of the Cleveland Plant with an additional 250K sq ft of additional floor space.
 Numerous service & efficiency improvement projects that improved overall service in Cleveland
from 94.6% to 96.7% increasing the District ranking to # 9 from 82 nationally
 Staffing & Scheduling model and realignment of operations which reduced Over Time (OT) and
work hours during FY 2005 of over $ 3.5 million.
 Improved Productivity in Cincinnati from 42% to 63% and in the Dayton Plant (part of the
Cincinnati District), I initiated the complete renovation of the building layout and implemented the
movement of equipment throughout the three story plant which improved mail flow and efficiency.
In addition, I met with customers and major mailers to coordinate schedules of mail shipments and
resolved customers’ complaints as well as had the overall responsibility to meet with union reps to
resolve disputes and deal with employees’ grievances and manage any EEO ADR (Alternative
Dispute Resolutions) issues.
Mgr Engineering USPS - Chicago, IL 1991 - 1994
SR Industrial Engineer USPS - Baltimore, MD 1989 - 1991
Industrial Engineer USPS - N.Y., N.Y., Cleveland, OH, Charleston, SC 1985-1989
Industrial Engineer MACT – Saudi Arabia 1983-1985
 Implemented new Factory layout to manufacture Acoustical & floor tiles
 Traveled throughout Europe to evaluate equipment for new factory
 Set up new factory with equipment and number of employees required w/ schedules
 Traveled throughout Middle East to market Factory’s new products – Exceeded first year target of
$10 million to $28million
 Opened up new markets and expanded factory’s capacity with for new markets/demand
CEO ELJAY Food & Catering Inc. Middleburg Hts. Ohio 1999-2005
 Operated a successful Restaurant and catering business for over five years
 Managed a staff of 18 people
 Increased sales from $285K/year to $823K, increased gross margin from 38% to 64%
 Sold business after doubling its value in 5 + years at great profit

3. EDUCATION
Master's Degree MBA Cleveland State University 6/1997
B.S. Industrial Engineering Cleveland State University 6/1983
JOB RELATED TRAINING:
As a part of a continuous education program, I attend training and course studies regularly at
the USPS Bolger Academy in Potomac MD, the training Center in Norman, OK, & at other
Universities. These courses included but not limited to; safety in the workplace,
communication, computer skills in various programs, LSS, leadership and management, etc.
Certification - May2000 8 - Semester Hours
University Of Pittsburgh Pittsburgh, PA Major: Global Alliance for Leadership
Certification - 10/1999 – 05/2001 USPS Bolger Academy Potomac, MD
Advanced Leadership Program
Certification – June 2005-2007 Northwestern University Evanston IL
Kellogg School of Management Major: Constructive Collaboration: Driving performance in
teams, organizations, & partnerships
Certification - 10/2008 – 03/2013 USPS Bolger Academy Potomac, MD
Lean Six Sigma - Green & Black Belt training
REFERENCES: Available upon Request