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Yyyyyy x. yyyyyy
Position: Manager, Distribution Operations
KSA
Having built a successful career in mail processing, I have developed expertise in platform operation environments and all aspects of automation, mechanization, manual distribution and dispatch operations, in capacities ranging from Production Supervision to Distribution Operations Management. I offer expertise in DPS processing and am DBCS Standardization Train the Trainer certified. Applying my dynamic leadership and communication skills, I have trained and directed top-performing supervisory and support teams in mail processing/distribution operations, quality control, automation and regulatory standards compliance, and equipment operations, with a strong focus on optimizing productivity, efficiency and quality in accordance with guidelines and directives. I am highly effective in interfacing and collaborating with upstream/downstream management within mail processing, customer service, maintenance and labor relation networks and am able to define, address, troubleshoot, and resolve issues impacting service quality and operational performance.
Presently, I am detailed as an
A/MDO Level 20 at NNJ Metro P & DC, reassigning from Tour 3 to Tour 1,
where I oversee operations supported by 35 DBCS, 6 DIOSS and 2 CIOSS
machines. I am accountable for LCTS, SPBS, Registry, Express, 2 FSM 100s, 2 UFSM 1000s, 030, 044, AFCS and platform operations. As Level 19 MDO at DVD P & DC, I effectively managed automation and platform operations including DBCS, DIOOS,
CIOSS, LCTS, HCTS, Pref, 030, Airline assignment, FSM and SPBS. While
detailed to EWR-AMC as an A/MDO Level 19, I was involved with Registry, MIDAS,
International, Global, Domestic Express Operations, (AAA) Airline assignment
and (SWYB) scan.
I have generated positive results in contributing as a key management team
member to overall operations. For instance, in 2005 I was selected to
spearhead initiatives to reduce overtime on Tour 1. To accomplish this, I
resourcefully analyzed daily mail volume from SPLY data, factoring in current growth
percentages, and created a daily staffing matrix commensurate with volume,
availability of automated and mechanized machines, manual cases, and platform
personnel required to achieve currency with all delayed mails. Analyzing
existing staffing practices, I discovered a divergence in Friday and Saturday
scheduling; overtime was always required on these days due to higher mail
volume and a disproportionate number of employees were being given rest days on
these high-volume days while Monday through Thursday staffing was at a higher
level required for lower mail volume. By strategically revising flexi and
casual schedules to more effectively meet mail volume requirements, I was
able to reduce weekly overtime while ensuring optimal staff scheduling to meet
operational needs and sustain high service levels.
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Marin Block KSA Response Page 1 of 2
Since the Postal Service first began its Transformation Project, I have had concerns with 2 employee allocation policies which I ve believed have negatively impacted level of employee training. My first concern was the increase in casual and temporary employees, now constituting up to 10% of total workforce and secondly, the dislocation of many workers from standard positions due to increased automation in mail processing. To most effectively address the issue, I joined a task force comprised of MDOs, SDOs and experienced DVD employees in developing a new employee training program, designed to provide specific instructions for implementation to proactively support job OJIs working with SDOs in ensuring an optimally trained workforce. By reviewing each JSA & SOP within the facility, our task force developed a comprehensive review of each employee s task and designed an instruction program targeting both new and reassigned personnel. As a result, each employee s duties are reinforced with solid instruction in the most efficient, safe and expedient manner of maximizing their performance in completing assigned responsibilities both through new hire orientation and ongoing professional development of reassigned personnel.
I occasionally note when arriving at NNJ Metro that periodical flats bundles and First Class SPRS volumes are high at the SPBS. To address this problem, when mail volume exceeds capacity I instruct the SPBS SDO that the racks are to be immediately setup and that employees are to be assigned to work at these locations. I also request that a portion of the SPRS be transferred to the FSM 1000s, and instruct the FSM SDO that flats can be processed and oversize parcels are to be placed directly into flat tubs on the FSM 1000 equipment. Through this resourceful problem solving, I am able to ensure mail is effectively processed and dispatched to achieve cost-effective, efficient and timely use of trips.
I am also innovatively respond to unexpected situations directly impacting mail
distribution. For example, while covering as A/MDO at NNJ Metro on Monday, July 30, 2007, at approximately 16:00 hours Metro lost site-to-site communication
with the rec site, and we were notified by OSS Maintenance that communication
may be down throughout the tour. To overcome the problem, I
instructed automation supervisors to process mail using OCR mode. I then
followed up with DVD, and conferred with MDO Aponte on providing support; he agreed
to take rejects and other mail. I held the routine 20:15 trip to DVD, rather than arranging additional transportation, and instructed the automation SDO
to have his mail runner gather this mail. I then contacted MDO Aponte and
informed him I d be sending 114 letter trays on the 20:15 trip to DVD to arrive at approximately 21:00 hours. Through resourceful problem
solving, proactive collaboration and decisive leadership, mail was processed
without delays.
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