Regional Project Manager Sample Resume Format in Word Free Download

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Summary

Recognized as a leader in process, productivity and performance improvements.  Equipped with strong coordination and analysis skills.  Proven successes in distribution, planning and operations improvements for employers in short period of time.  Solid management skills in training, coaching and developing people.

Key Competencies

˜  Dashboard, scorecard and KPI’s

˜  Warehouse/distribution, operations, Industrial engineering, productivity/process improvement

˜  MS Office skills (advanced Excel skill with macro and VB programming for data analysis and modeling)

˜  6-sigma green belt, project management

˜  Quality, regulatory compliance (FDA, cGMP, ISO), validation & auditing

˜  APAC consulting and support experience, bilingual in English & Mandarin

Experience & Accomplishments

06/2011 – 08/2011      Operations Director             K2 Motor, City of Industry, CA       

š  Responsible for customer services, sales, marketing, warehouse, graphics, RMA, R&D, Admin and IT.

š  Established dashboard and scorecard for customer service and warehouse.

š  Trained department managers in using and reporting with these tools.

š  Immediately improved warehouse operations in attendance, safety, productivity, service, quality and cost by enforcing the basics and coaching warehouse manager in managing labor and space resources.

š  Immediately identified issues and opportunities to improve Customer Services performances.

š  Established lessons learned and case studies, and implemented action plans with CS manager.

˜  Solved CS representatives not answering phone calls issue and improved customer service team answer phone calls and live chats from 60% to 100%, and return voice mail 100% in one month.

˜  Established order fill rate measurement, improved shipment fill rate to 96% in less than 2 months by working and coaching with warehouse manager.

03/2010 – 5/11/2011   Director of Operations        Diamond Wipes International, Chino, CA 

š  Responsible for customer services, warehouse, production, purchasing and planning.  

š  Led and coached production supervisors and managers (Chino and Ohio plants) to remove redundancies in labors and work methods in production lines.

š  Led warehouse & production operation from reacting mode to planning mode by coordinating with other departments and organizing information for use.

š  Established warehouse KPI’s and coached manager implementing process improvement projects.

š  Changed a disorganized product category (LA Fresh brand) to formal warehouse function to support sales & marketing strategy.

š  Re-organized warehouse and production departments’ roles and responsibilities to be in line with corporate growth strategies.

š  Initiated project management methodology and coached project managers to support various improvement initiatives.

˜  Led company relocation from Ontario to Chino in 3 months.  Resolved scheduling and permit issues with city officials (building and fire departments) and helped company up and running in shortest time frame.

˜  Implemented warehouse locater system in 3 months.  Implemented cycle counting program and improved inventory accuracy from low 50% to 95% in 4 months.

˜  Led and implemented production KPI, started material usage report and identified improvement opportunities.  Established labor to sales measurement.  Improved labor to sales by 15% in 6 months.

˜  Led order cycle improvement by committing to sales order dates.  Improved on-time delivery from below 60% to 100% for Walgreens in 3 months.

06/2008 – 02/2010      Director of Operations        Markwins International, City of Industry, CA

01/2006 – 05/2008      Director of Distribution       Markwins International, City of Industry, CA

02/2005 – 12/2005      Warehouse Manager                                             Markwins International, City of Industry, CA

š  Led 3PL partnership for Canadian distribution.

š  Led programs that involve designs in the US and production & procurement from China and other countries.  Improved factory production and shipping on time rate.

š  Led and improved planning and purchasing that resulted in higher fill rate to major retail customer orders.

š  Designed and established KPI’s for all departments.  Led productivity, quality, safety, attendance and overall performance and cost management. Worked with trucking companies for service improvements, and build up rapport with the carriers for win-win situations.

š  Led DC teams in receiving, order filling, shipping, and inventory management.  Improved DC operations in every aspect within three months.  My department is mentioned as a model for other departments to follow.

š  Identified processes and established SOP’s.  Established DC productivity & performance matrix.  Set up standards for all jobs performed in DC.

š  Established productivity and performance matrix indictors (KPI’s) to monitor performance against set goals.

š  Defined job descriptions, roles & responsibilities.  Organized departments with associates’ ability and career planning.  Reviewed and took actions towards underperforming and achieving associates.

˜  Reduced headcount more than 10%, while achieved 99.1% on-time delivery and reduced chargeback from $13 to $7 per $1,000 shipped.

˜  Improved pick-and-pack productivity (labor $ to sales $ from 3% to 2%) while improved picking accuracy (% cartons with errors from 8% to 1.5%) in 4 months via training, coaching and discipline actions.

˜  Set clear and firm guidelines, requirements and procedures to improve inventory accuracy.  The inventory accuracy of added responsible division improved from low 60% to 95% in 6 months.

˜  Prepared department annual budget.  Eliminated unnecessary and abused overtime.  Improved organization structure and labor utilization, reduced staffing cost by 30% while productivity improved by 20% in three months.

12/2001 – 12/2004      Regional Project Manager  Exel Logistics, Fontana, CA           

š  Led audits in distribution centers in Southern California.  Audit areas include operations, finance, HR, security, safety, maintenance, customer services, quality and inventory management.

š  Applied project management methodology to drive various projects from planning to implementation.

š  Managed warehouse start-up projects for major clients.  Successfully completed inventory transition projects.

š  Led major relocation and RF implementation projects.

š  Created employee productivity database for site operations.  Established performance and productivity tracking and labor planning tools, simple to use productivity database, and daily summary for senior management.

š  Assist general managers and HR in new hire job fair, resource planning and training.

š  Contribute technical expertise in inventory analysis and continuous improvements.  Established analysis template for slow/dead inventory and safety stock levels during transition.

š  Apply advance Excel skills (macros, VB programming, queries, data import/export) for various analysis in supply chain processes.

04/1997 – 11/2001      Sr. Industrial Engineer,       3M, Ontario, CA        

Ontario Distribution Center

š  Lead continuous flow project that addresses opportunities in multiple areas.  Tasks include picking accuracy, operator performance, conveyors, conveyor management system designs and validation, scanning performance, UPC bar code issues.  Led paperless flow project in reducing paper documentation used in order filling and reconstruction.

š  Created Excel model to pull associates’ labor hours automatically, and combined with production and accuracy data to assess associates’ true productivity and quality performance.  The tool saves tremendous data entry labor and errors, and offers a fair performance reviews.  Established modeling tools for slotting storage racks to achieve optimum space utilization and operation efficiency.

š  Supervised and coached junior engineers & co-ops in project directions and engineering analyses.

š  Reviewed and recommended warehouse management system (WMS) designs and functionalities.

˜  Applied 6-sigma methodologies for DC receiving process and led project team to achieve $250,000 annual savings in two months.

˜  Led hand stack project that reduced FBO (floor back order) rate to 6.0 per 10,000 lines shipped, result savings of $90,000 per year in FBO processing.

˜  Led slotting project that achieved $150,000 annual savings, and improved order filling productivity and accuracy.

˜  Led cross-docking project that results in $100,000 annual savings in storage and handling cost.  Average reduction of cycle time to APAC DC is 7 days, and savings in inter-company inventory costs are tremendous.

Asia Pacific

š  Provided consulting services, operation supports and warehouse start-up for 3M Asia Pacific subsidiaries.  Represented a major role in implementing 50 million USD system integration project (COFS, Customer Order Fulfillment Systems) for APAC subsidiaries.

š  Established a working model for storage setup, and operation methods in a managed warehouse environment.  Established analytical models for warehouse inventory and space utilization. 

˜  Reviewed and justified spending in machine, equipment, software applications and warehouse expansion.  Avoided storage expansion requests from subsidiaries by taking actions on slow or dead inventory.

05/1989 – 04/1997      Sr. QA Engineer                    3M, Monrovia, CA 

š  Cross-functional experience with R&D, Mfg., Sales & Marketing and Purchasing.  Experience in interactions with suppliers and customers.  Maintained direct contacts with customers and sales representatives for product quality, design, complaint and service issues.

š  Conducted various experiments in supporting R&D and Manufacturing in new product/process designs.  Ensured factory operations and quality systems comply with corporate, FDA cGMP and ISO regulations.  Provided technical assistance for ISO 9000 certification.

š  Proficient in software, product, process & test method validation.  Led various validation projects from CNC software to automated manufacturing processes. 3M corporate auditors concluded the validation "the best they have ever seen."

š  Led benchmarking and competitive analyses of various products in support of R&D and Marketing.  All projects concluded with recognition of strengths and improvement opportunities, and courses of action.

š  Designed standard and advanced sampling plans.  Establish quality assurance test procedures and SPC applications.  Coordinate training of SPC and sampling plans.  Supervised QC inspector in special projects and production inspection.  Provided training for advanced statistical tools.

˜  Applied SPC, process capability and statistical techniques on manufacturing processes (heat treat, chemical blending, injection molding, wire forming, soldering, stamping, assembly, packaging, etc.) for continuous improvement opportunities.  Led improvement efforts for an automated packaging process, process yield were improved from 74% to 96% in two months.

˜  Continuously research new methods to improve product quality or design.  US patent #5,322,436 granted for an innovated marking method with laser.  The invention resulted in elimination of 20% internal rejects, annual saving of over $100,000 in inking labor, $45,000 in QC inspection, and $35,000 in customer returns.

Education

˜  University of Arizona, MS in Systems and Industrial Engineering, GPA: 3.7/4.0

Patent & Awards

˜  US patent #5,322,436 granted for an innovated marking method for orthodontic bands with laser

˜  Numerous awards from 3M in areas of new product introduction, quality, team excellence and supply chain management

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