RONALD L.

DIXON
19127 Pioneer Blvd #88
Artesia, CA 90701
(562)865-0531(Home) / (562)544-7023(Cell)
rd1b99e4@westpost.net
OPERATIONS MANAGEMENT
Effective leader and accomplished operations management professional with demons
trated effectiveness in leading teams that focus on continuous improvement to ac
hieve expense and revenue targets while maintaining high customer satisfaction.
Key competencies include:
-Logistics / Facilities
-P & L Management
-Warehousing / Transportation
-Facility Closure / Start-up
-Customer Focus
-Kaizen / Lean / 5S Methodology
-Leadership / Team Development
-Union Contracts
EXPERIENCE
INTERNATIONAL PAPER, INC., Memphis, TN 1985-2009

Xpedx VP of West Region Logistics, Downey, CA (2005-2009)

Oversaw 33 locations in 14 states with 700+ logistics employees. Managed $95M bu
dget in 3,300,000+ sq ft of warehouse space.
- Implemented Handling Excellence Project in 16 of the 33 locations.
- Four-week process per location that included interviews, value stream map
ping, observations,warehouse space analysis, heat map charting, savings opportun
ities and final report.
- Identified savings from $45K to $400K depending on size / scope of location.
- Required creating an Action Plan, Lean Scorecard, Kaizen events and 30/60/90
day reviews.
- Began Delivery Optimization identification in 11 of the 33 locations that invo
lved five/six week process per location including interviews, VSM, router observ
ations, driver ride-alongs, research/data analysis, routing scenarios, savings o
pportunities and final report.
- Closed three locations and moved three buildings into smaller sq. ft. location
s to reduce annual rent and logistic expense by $2.2M
Xpedx Director of West Region Logistics (2003-2005)
Focused on safety improvements in TIR, LWIR, and recordable injuries while incre
asing safety awareness / involvement in all locations while increasing lines pic
ked and stops per hour.
- Met goals of TIR being <1.0 and recordable injuries being <33 by identifying /
managing injuries, implementing pre-shift meetings and establishing safety comm
ittees.
- Increased near miss reporting by 50% (800 to 1200) by requiring one near-miss
report from each supervisor / manager per month and encouraging feedback as part
of increasing awareness.
- Lines picked per hour increased by 25% (13 to 16) by concentrating on minimal
touches of the products, putting items closer to loading docks to reduce travel
time and establishing lean productivity scorecards.
- Stops per hour increased by 20% (1.20 to 1.45) by focusing on better route opt
imization and driver feedback on delays and how to best reduce / eliminate them.
- Oversaw Southern California consolidation of three brand strategies resulting
in $1M savings in transportation costs.
Xpedx Pacific Group Operations Manager (2000-2003)
Oversaw 11 locations in four states with 280 logistics employees. Managed $34M b
udget.
- Implemented new WMS system in three locations by identifying RF needs, trainin
g and bar coding all storage locations with follow up to eliminate roadblocks.
- Implemented new main frame system in all 11 locations that involved installing
WMS system in three locations, providing same level of logistic support prior t
o reduction from seven systems.
- Closed one location and moved two buildings into smaller sq ft locations to re
duce annual rent and logistic expense by $3.2M.
Director of Operations - Kirk Paper (1990-2000)
Oversaw two locations with 118 logistics employees. Managed $10M budget.
- Increased sales by 300% over this period while operational expenses went up on
ly 80%.
- Increased productivity by 60% in lines picked per hour (13 to 21).
- Delivery stops per hour increased by 33% through better recognition of key cus
tomer base and better routing techniques using routing solution techniques from
Roadshow (1.1 to 1.45).
- Dropped recordable injuries from 40 per year to 6 through better safety awaren
ess and better training of new hires.
- Decreased Worker's Compensation costs from $1.5M per year to under $50K
- Moved from three separate storage warehouses into one new building to allow fo
r a 15-20% per year increase in sales (6th month project).
- Negotiated three separate union contracts during this 10 year period.
Nightshift Manager (1986-12/1989)
3rd Shift Supervisor (1985-1986)
EDUCATION
BA, Management, California State San Bernardino, CA
PROFESSIONAL DEVELOPMENT
Developing Service Excellence
Key Drivers Award
Ace Award (Achieving Customer Excellence)
Facilitator: Leadership and Management classes (International Paper, Inc.)
TECHNICAL
MS Word, EXCEL, PowerPoint