Vito Corradino

Managed Sierra's 3PL warehouse and fulfilment center, monitoring employee's performance and warehouse operations

Confirmed all client orders sent to the 3PL were processed on time, in full, and with zero defects with a

99%> OTD

Monitored the quality of work that was being completed in the kitting, configuration, rework, and pick/ pack/ship areas

Evaluated shipping costs and identified process improvement opportunities, reducing transportation costs and lead time

Managed inventory control, providing accurate counts of all products within the warehouse and maintaining a 99.8%> inventory accuracy

Conducted QBR"S (Quarterly Business Reviews) to monitor the 3PL's performance

Manage overall continuous improvement activities within the Atlanta GA facility

Implemented the successful integration of new clients into the ATL facility

Identified opportunities for continuous and process improvement projects

Identified cost savings and ROI (Return on Investment) opportunities, found creative solutions for these opportunities, prioritized and established timelines, and managed projects to completion

Led Kaizen and 5S events across different areas within the facility, providing continuous improvement actions

Trained associates and management teams on lean techniques

Manage the overall performance management of the Quality Control and Inventory Accuracy teams.

Lead a team of two supervisors and 25 - 30 associates across three shifts in the daily execution and achievement of safety, quality, cost, and delivery objectives.

Evaluate and analyze quality trends and identify opportunities for improvement for the operations teams.

Evaluate and analyze inventory accuracy trends and identify opportunities for improvement for the operations teams.

Manage the day-to-day activities of 18 utility operators to achieve the actions laid out in the plan of the day process.

Ensured a safe work place was provided for all employees

Identify opportunities for continuous improvement projects and kaizen events

Evaluate production processes to improve productivity and investigate new methods of improving the product. Investigate possible alternative equipment to facilitate work needs.

Provided shop floor Engineering support with problem solving, tooling, equipment, and manufacturing process

Researched and purchased equipment, racking and tooling for maximum efficiency of the production process.

Developed, planned, and coordinated the implementation of shop layouts for improved material flow, increased plant capacity, placement of new equipment, optimizing existing shop capacities, new production processes and scheduled plant expansion(s)

Managed the overall day to day operations of the shop to include fabrication, quality, purchasing, receiving, and shipping.

Responsible for ensuring a safe work place is provided for all employees.

Supervised the activities of 5 - 10 shop associates to achieve objectives with regard to safety, quality, cost and delivery.

Reviewed daily shipping schedules and production capabilities to assure all deadlines are met.

Managed the utilization of materials to assure an appropriate amount of materials were available and place orders as needed to replenish stock

Supported the management of the health and safety program of almost 1K employees located at the E-

Z-GO headquarters in Augusta, GA as well as 6 branches located across the country.

Maintained all OSHA logs and record keeping, conducted annual safety training, conducted monthly safety assessments across all parts of the organization, and helped develop an Environmental Health and Safety vision.

Manage the overall performance of the Welding and Upholstery shops within Fabrication.

Led a team of 25 - 50 associates in the daily execution and achievement of safety, quality, cost, and delivery objectives.

Managed production and operations of both shops to ensure that customer demands are met.

Train, coach, and mentor employees.

Managed all Lean activities for the Supply Chain and operations area's.

Set up a vision and road map for the continuous improvement and lean journey.

Identified potential new projects and led these projects to implementation and completion

Developed and conducted training on lean principles, continuous improvement activities, and Kaizen facilitation, utilizing a yearly budget of $180K> for lean activities in the facility

Six Sigma Black Belt

Textron Specialized Vehicles

Aug 2005 - Jul 2007 (2 years)

Led process improvement teams and directed the timely completion of 4-6 projects per year that supported critical goals and customer satisfaction requirements, resulting in saving the company

$1.7M> within the 1st year

Mentored 5-8 Six Sigma Green Belts at any given time, assisting with training, choosing a project, facilitating meetings, and preparing them for Green Belt certification

Completed all Black Beelt certification requirements in less then eight months

Aug 2005 - Jul 2007 (2 years)

Fully trained Textron Six Sigma expert responsible for leading improvement teams and work projects across the business as part of the Textron Six Sigma initiative

Lead process improvement teams and direct timely completion of 4-6 projects per year that support critical goals and customer satisfaction requirements.

Responsible for mentoring five to eight Six Sigma Green belts at any given time. This includes assisting with training, choosing a project, facilitating meetings, entering information into Power Steering, and preparing Green Belts for certification.

Project savings for the first year in program was more than $1.7 million.

Completed all Black Belt Certification requirements in less than eight months.

Manage the overall performance of various shops to include fleet line, electrical, paint, press

Led a team of 25 - 100 associates in the daily execution and achievement of safety, quality, cost, and delivery objectives.

Managed production and operations of shops to ensure that customer demands were met.

Trained, coached, and mentored employees in all listed departments

Evans High School

1978 - 1982