Scott English

14070 N 26th Avenue, Phoenix AZ 85023

Email: se619d76@westpost.net
Cell Phone: (425) 829-8241
Home Phone: (602) 843-3713
PROFESSIONAL EXPERIENCE
Senior Manger, Risk Management/Resource Planning: Express-Scripts Inc.
June 2009-Present
Establish an enterprise wide business continuity plan to allocate resources to h
andle fluctuations in pharmacy demand. Responsible for bridging operational dec
isions with financial decisions and using this knowledge to create nine individu
al site scorecards and KPI's to measure the sites and the collective group's per
formance. Design and implement a rolling one month to eighteen month supply /de
mand plan and model to forecast staffing requirements and potential budget impac
ts of demand changes. Project management of process improvement projects to dri
ve service levels and productivity improvements, while standardizing the differe
nt site's workflow processes. Create business and operations scenario's to miti
gate risks of future footprint considerations and the addition or subtraction of
clients.
Results:
* Creation and development of daily production reports to show individual produc
tion and quality per day and per site, resulting in a overall productivity gain
of 9%
*******Implemented Resource Allocation Tool to share excess capacity between sit
es that drove service levels 12% and reduced overtime enterprise overtime 4% thr
ough forecasting work load versus hours scheduled for each work function coupled
with forecasted service outcomes *
*** Reduced "Un-Planned Shrinkage" hours 3% through the creation of a weekly shr
inkage report which measures total scheduled hours less productive work hours p
er supervisor to show where productive hours were being lost to non-productive a
reas and pin pointed areas to focus on
* Creation of workflow process that reduced turnaround time on all budget adjust
ments and labor hour transfers from 48 business hours to 6 hours, providing next
day budget reconciliation
Project Manager, Canadian Market: Cooper Industries Septembe
r 2008-June 2009
Provided marketing and operational strategy recommendations based on an analysis
of the Canadian Fuse Market to drive customer retention, market share and margi
n improvement. Developed and implemented a distribution center in Canada to su
pport the emergency fuse market, reduce lead time and transportation costs. Cre
ated the stocking strategy, product mix, facility layout, and forecast for manpo
wer and sales volumes. Responsible for performance guarantee calculations inclu
ding determining methodologies for setting customer rebates and penalties for mi
ssed service. Establish internal core competency requirements as minimum traini
ng standards for the distribution center.
Results:
******Reduced transportation costs $100,000 and labor costs $77,000 through the
creation of a new distribution center and reducing the total supply chain
* Increased on-time shipping, measured from Customer Requested ship date to date
shipped from 86% to 95% through having local stock and improving forecasting cu
stomer demand
* Reduced Canadian invoicing errors from 20% to 7% through processing them throu
gh one accounts receivable center
* Reduced Canadian lead time for from 10 days to 2 day
Distribution Center Manager: Cooper Industries May 20
07-Sepetember 2008
Manager for the 60,000 sq ft distribution center which shipped $250,000 a day an
d consisting of 40 hourly associates and 3 salaried staff. Conduced inventory p
lanning and analysis, budget creation and performance reviews. In conjunction
with the Regional Sales team, developed a stocking strategy for the facility. H
ired, trained, and evaluated employees to work productively with a high sense of
professionalism, urgency, and orientation towards positive customer service. M
anaged expenses, and operating ratios to perform at or better than prior years a
nd budget levels, as well as monitored product inventory, reconciled all physica
l inventory adjustments and minimized slow moving inventory.
Results:
* Increased on-time delivery, measured from Customer Requested ship date to date
shipped from 78% to 97% through focus on productivity and workflow
* Increased inventory accuracy from 83% to 98% by instituting a cycle count prog
ram, 5S program and creation of a "no-stock" process to investigate all material
shrinks/gains
* Reduced receiving dock to stock time from 24 hours to less than 4 hours
* Creation of a "Customer Pick up/Will Call" process that completed all "will ca
ll" orders within 2 hours of customer's request
* Increased picks per hour from 8 picks per hour to 36 picks per hour
* Re-configured the distribution center to reduce replenishment of the pick loca
tions from once a day to once a week.
* Reduced distribution center pick lanes from 32 down to 5 pick lanes to reduce
travel time.
* Reduced the labor budget 37% and packing costs by 15%.
* Implemented a recycling program that netted the facility $24,000 dollars a yea
r in revenue
* Developed a "Voice of Customer" database to track all customer complaints and
to gather information to drive back to the root cause of issues and correct them

Six Sigma Black Belt: Cooper Industries No

vember 2005-May 2007
Recommended and drove process improvement opportunities as identified by busines
s leaders across all functional areas within Cooper's seven different business d
ivisions. Led cross-functional teams in the planning, facilitation, and complet
ion of Six Sigma and Lean projects that supported Cooper's cost reduction and se
rvice improvement objectives. Trained, coached, and challenged process owners i
n the use of statistical tools, approaches, and techniques to create process man
agement and measurement systems. Preformed operations change management of the
departments, plants and division level from non-improvement to a continuous impr
ovement mindset. Mentored and coached Green and Black Belt candidates on their
projects.
Results:
* Designed and implemented a new order entry process across five of Cooper Indus
tries divisions, reducing order entry time from 8 hours upon receipt of order to
less than 2 hours and reduced SG & A costs by $850,000
* Created a new a new legal invoice approval check and approval process resultin
g in $1 million dollar savings in over paying legal fees, $125,000 in software e
minence fees that were eliminated and a SG & A reduction of $150,000
* Directed and led over 20 kaizen events resulting in $900,000 in cost productiv
ity savings and a 27 day reduction in manufacturing lead time between 13 manufac
turing facilities
* Re-configured the shipping process for UPS, LTL and Truck load shipments resul
ting in a $750,000 labor reduction
* 5S'ed the mechanical production line, reducing the manufacturing foot print by
10,000 square feet, and increased on-time delivery by 19%
* Created three finished goods kanbans for the roller mill department, which red
uced inventory spend on coil steel by $500,000and reduced the need for daily
Production Supervisor: Cooper Industries September
 2004-November 2005 Managed the day-to-day activities of twenty direct associate
s, including status changes and salary increases. Evaluated processes and striv
ed for continuous improvement of cost, quality and productivity. Reviewed and
compiled operations records, such as yield, scrap, and maintenance costs. Direc
ted the operations of the wastewater treatment facility and was responsible for
all of the documentation and compliance with state and federal laws regarding th
e handling of the wastewater. Prepared and maintained the budget for the welding
, painting and final assembly departments.
Results:
* Reduced overtime budget by 25%
* Increased production on the robotic welder by 30%
* Created a finished goods kanban for welded runway, reducing inventory by $300,
000

Production Superintendent: Trim Systems LLC

June 2002-July 2004
Directed seventy-five production associates in the manufacture of sub-assemblies
, spare parts and finished goods. Motivated and develop skills of subordinates
through a combination of goal-setting, delegation, training, coaching and perfor
mance review. Ensured productivity and material cost goals were met or exceeded
. Created and managed a production schedule across a multi-shift environment.
Formalized financial documentation to execute sales and created the labor budget
. Was the voice of manufacturing in strategic planning, sales presentations, an
d in new product development. Created training manuals, work instructions, qual
ity and safety guidelines
Area Manager, Shipping: Amazon.com August 2
000-February 2002
Preformed human resources generalist functions and conducted payroll for sixty e
mployees. Managed and created a production/material schedule and oversaw the ef
ficient movement of materials and finished goods. Preformed project management
and cost data collection. Developed systems to track the flow of inventory and
finished goods. Forecasted staffing and logistic requirements. Tracked and mon
itored international transportation shipments and ensured export operations were
properly documented.
EDUCATION
MBA Northeastern University: June 2000
BS Creighton University: May 1998
Six Sigma Black Belt: February 2006
Six Sigma Green Belt: May 2005