Mark Sroczynski

Experience

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  Cardinal Health

  Jan 1996 - Jan 2008

   I directly supervised the shipping department in a 120,000 square foot distribution center. We were responsible for shipping product in both Bulk and Low Unit of Measure. We operated on a Windows-based warehouse control system and used RF and scan-guns. My shift of 23 employees shipped product to most of the hospitals in the state of Michigan. I was responsible for developing a work schedule that reduced overtime by 10%. I implemented a shift control tool that tracked productivity by the hour. This was vital in daily forecasting and planning which further reduced OT. I was actively involved in several Lean Six Sigma projects to help streamline processes and increase productivity and quality. My daily responsibilities included: Coordinating hourly distribution employees in the functions of picking, checking/packing and loading; ensuring inventory accuracy; Fostering an environment of team work; developing and mentoring employees; ensuring steady workflow and optimum productivity; Reviewing productivity numbers and aligned responsibilities to meet organizational goals amid shifting labor to meet work demand; Conducting performance reviews; Facilitating daily team meetings with all employees to motivate, communicate priorities and objectives, and provide other critical information; monitor and manage overtime; implementing corrective actions to meet goals; Ensuring that all company policies were followed; Ensuring that QRA and EH&S policies and procedures were followed, including training. Zobrazit méně  I directly supervised the second shift of an 180,000 square-foot automated distribution center. We shipped in Low Unit of Measure with a Just In Time Delivery schedule to major hospitals in the Detroit metropolitan area. My responsibilities included training employees on how to pick, pack and ship product using our warehouse control computer system in order to service the customer as well as maintain inventory accuracy. This automated system utilized RFs and scan guns. I had a total of 30 hourly distribution employees reporting to me. My daily responsibilities also included those mentioned in the above position. I also worked with other supervisors to develop and maintain productivity and quality measures for all distribution employees to meet. I had daily communication with our off-site manager and customers to improve the quality of order shipments and to achieve 99.8% accuracy. I was involved in the implementation of two 30 million dollar accounts to Low Unit of Measure Distribution. I was certified by our company to train employees in packaging and shipping hazardous materials. Zobrazit méně  I supervised the LUM JIT Inventory process of medical supplies for Children's Hospital of Michigan, Detroit Receiving Hospital and Sinai Grace Hospital. I was responsible for converting Detroit Receiving Hospital's medical supply Inventory program from an exchange cart operation to a LUM/JIT Inventory program. I coordinated daily shift activity for an average of eight employees per hospital. I provided structure to the overall process and consistency of operation and procedures at all three hospitals. My duties required me to interact with the Detroit Medical Center staff at all levels to ensure quality, problem resolution and customer satisfaction. Zobrazit méně

  • Distribution Supervisor Level 2

    Jan 2007 - Jan 2008

  • Distribution Supervisor

    Jan 2000 - Jan 2007

  • Valuelink Site Supervisor

    Jan 1998 - Jan 2000

  • Valuelink Distribution Employee

    Jan 1996 - Jan 1998
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  Metrex Research A Danaher Company

  Jan 2008 - Jan 2015

  Shipping/Receiving/Inventory Supervisor

   I supervised a two, and sometimes three, shift shipping department for an 80,000 square foot FDA regulated and ISO certified manufacturing and distribution center. My responsibilities have included: the daily supervision of up to five salary employees including the Inventory and Receiving positions. I was also responsible for supervising up to 30 hourly union employees; the receiving of all incoming materials, the storage and inventory of all raw materials for manufacturing and our finished goods; all shipments domestic and international including hazardous shipments. During my time in this position, our annual shipments grew from 80 million to over 140 million dollars. I have developed for the department, daily and monthly score cards to ensure we are meeting all safety, quality, delivery, inventory and productivity metrics. I provided root-cause analysis and problem solving to identify and implement the appropriate countermeasures. I have been able to improve our daily On Time Delivery from 30% when I first started, to consistently being above 95%. I developed a program that ships from our main supplier directly to our customer. This freed up 50% of our warehouse space. I was then part of the team that moved and consolidated a 15,000 square foot distribution center with annual shipments of 20 million dollars into our facility. It was my responsibility to move this facility and reorganize our warehouse so we could ship 2 completely different product lines. I was then responsible for the training on and the shipping of the product that was completely new to our employees. Through the use of continuous improvement tools I was able to improve productivity by 20%. I was also on the team of 4 employees that implemented the Oracle Warehouse Management System into our facility. This reduced our shipping complaints by over 50%. It also allowed our cycle count accuracy to improve to over 98% and we have been exempt from physical inventories for the last 3 years. Zobrazit méně

• 

  Kerr Corporation

  Jan 2015 - Jan 2018

   I manage the Shipping, Receiving and Inventory department for an 185,000 square foot FDA regulated and ISO certified manufacturing and distribution center. We use Oracle as our operating system to control over 400 SKUs. Over the last two years, my responsibilities have included: the daily management of a supervisor and six salary employees. I have made it a top priority to train and mentor these employees in their roles as well as building a solid team. I am also responsible for 13 hourly Union associates. Since my time in this position, I have achieved 2 Master Black Belts in the Danaher Business System which is based off of the Toyota Production System. Through the use of Kaizens and other continuous improvement methods, I have been able to redesign our warehouse, implement scanners and increase productivity by over 50%. These same improvements have also reduced our shipping complaints by over 70%. Our cycle count accuracy is consistently above 95%. I built a strong Physical Inventory team and we were able to go from a PI with over a 6% variance to a PI with a .36% variance. I am involved in our site’s Daily Management process. I develop KPIs for my department and measure them daily. I am tasked with finding the root cause of any issue we may have and implementing countermeasures to ensure we meet our goals. I am responsible for the budget in my department and I ensure our spending and labor costs are kept in line. When needed, I have traveled to other Danaher OP COs to help with Physical Inventories, assist in their daily management and conduct fork lift training. Zobrazit méně

  • Supply Chain Manager

    Jan 2017 - Jan 2018

  • Distribution Supervisor

    Jan 2015 - Jan 2017
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  KaVo Kerr

  Jan 2019 - now

  Warehouse Manager