MICHAEL P.

MILLER
1478 Meadows Boulevard * Weston, Florida 33327
954-805-4255 * mm72dbfe@westpost.net * http://www.linkedin.com/in/michaelpmiller
lfm
OPERATIONS LEADERSHIP & GENERAL MANAGEMENT
Offering 20 years of success and progressive advancement in operations leadershi
p, general management, and process technical support across multiple industries.
MIT Leaders for Global Operations Program Fellow with masters level engineerin
g and business training, Six Sigma Master Black Belt qualification and accomplis
hments and lean manufacturing leadership and experience. Have track record lead
ing through difficult large-scale change in fast-growing company environments wh
ile driving data-focused process and operational improvements. Possess unique c
ombination of excellent leadership, communication, team building, and critical t
hinking skills.
Core competencies include:
Operations Management * Logistics & Distribution * General Management * Strategi
c Planning * Lean Operations * Kaizens * Six Sigma Problem Solving * Supply Chai
n Management Consulting * Turnarounds * Change Management * Operational Improvem
ents * e-Commerce * Company & Facility Closure * Team Leadership * Project Manag
ement * Process Development & Engineering

PROFESSIONAL EXPERIENCE
AMAZON.COM, Aug 2001 - Apr 2010
World's leading internet retailer with $25B in annual sales and 22,000 employees
.
General Manager/Director for Small Parts, Inc., Miramar, Florida * Aug 2006 - Ap
r 2010
Led all aspects of Amazon.com subsidiary operation including product strategy, b
uying, sales, marketing, fulfillment, quality assurance, customer service, infor
mation technology, P&L administration, hiring, and business development. Manage
d eight direct reports with strategy aligned for rapid growth. Relaunched and r
efocused organization on fast growth strategy and operational excellence.
* Just completed fourteen month relocation of entire subsidiary out of Florida a
nd full integration into Amazon with business team, fulfillment operations, and
customer service each which headed to a separate U.S. state. Throughout the tra
nsition, maintained availability of product line on multiple sales channels and
seamless customer service conversion.
* Led Small Parts to become 1st Amazon subsidiary shipping merchant-owned Fulfil
led-By-Amazon (FBA) product by establishing new fulfillment center as FBA node i
n Amazon fulfillment network.
* Designed and built high-performance organization which drove 54% year-on-year
online revenue growth in 2008 during fundamental website platform changes, grew
product line 750% to 102,000 SKUs, extended same-day shipping order cutoffs by 3
.5 hours with world-class safety rating and 90% reduction in inventory record de
fect rate.
* Directed integration of Small Parts into Amazon network infrastructure and ove
rsaw implementation of Amazon's warehouse management system.
* Coordinated re-launch of Small Parts.com website, which was built on Amazon's
customer differentiated website platform technology.
* Spearheaded relocation of company to state-of-the-art facility without custome
r order interruptions.
* Transformed historical order fulfillment model from make-to-order to make-to-s
tock strategy enabling superior customer service and inventory reductions.
Six Sigma Master Black Belt, Lexington, Kentucky * Jan 2004- July 2006
One of only four Master Black Belts worldwide at Amazon.com, driving operational
excellence across multiple operations and retail functions.
* Trained 57 Six Sigma Black Belts over three years which included more than 500
hours of classroom teaching and exercises in methodology. Project mentoring an
d oversight, teaching of inferential statistics for problem solving and rigorous
DMAIC phase toll gating resulted in 105 completed Black Belt projects and over
$7M cost savings spanning functions such as customer order fulfillment, customer
service, product ordering, and website browse structure.
* Drove Master Black Belt project to discover true root causes for labor budget
variance during 2005 peak demand season at pivotal fulfillment center, ultimatel
y advocating innovative hiring ramp.
* Led successful lean kaizen events consisting of fulfillment center associates,
engineering, and maintenance staff. Significant accomplishments included incre
asing box availability for automated sortation system by 50% and reducing produc
t specific dock-to-bin cycle time by over 70%.
Senior Operations Manager, LEX1 Fulfillment, Lexington, Kentucky * June 2001 - D
ec 2003
Managed 450 operations personnel, 3 operations managers, and 9 area managers acr
oss 3 Amazon.com sites and 6 order fulfillment areas. Ensured all safety, qualit
y, customer satisfaction, and productivity goals were met or surpassed. Develop
ed annual budgets and played crucial senior team role in developing overall oper
ational strategy and metrics for this newly-opened fulfillment center.
* Led my teams' achievement of productivity improvements of 15 - 55% in 2003 acr
oss multiple areas
* Achieved 25-55% year-over-year improvements in cube utilization of non-conveya
ble item storage space in two offsite facilities.
* Reduced post-peak inventory record defect rate 45% by determining and executin
g optimal resource allocation balance between root cause error elimination and 1
00% inventory record inspection with overall reduced staffing.
EASTMAN KODAK COMPANY, Rochester, New York * June 1997 - May 2001
Leading provider of imaging technology products & services to photographic and g
raphic communications markets.
Operations Manager, High-Volume Rolls Paper Finishing * June 1999 - May 2001
Oversaw 150 personnel and support staff across three manufacturing organizationa
l levels, including slitting and spooling consumer imaging roll paper and receiv
ing, storing, and shipping all sensitized master rolls. Implemented Black Belt p
roject to unify worldwide manufacturing lean initiative.
* Improved slitter capacity 15% and item level delivery from 83% to 96% in nine
months by utilizing new leadership team, cross-functional zone teams and by stre
amlining strategic resource allocation.
* Increased unconstrained item-level scheduling from 55% to 95% in six weeks by
leading operations/supply chain team in redesign of firm and fixed scheduling zo
ne for high-volume rolls.
Process Excellence Manager, Worldwide Paper Flow * Jan 1998 - May 1999
Served as Technical Assistant to Vice President, Worldwide Paper Flow
* Reduced inventory $27M and improved item-level delivery from 90% to 95% by dev
eloping and implementing item-level delivery measurements across seven global fi
nishing plants.
* Cut paper wide roll supply lead time from Brazil factory to Rochester finishin
g operation by five days by working with Kodak team onsite in Sao Paulo.
Supply Chain Analyst, US&C Supply Chain * June 1997 - Dec 1997
Spearheaded $15M worldwide inventory reduction project; utilized statistical ana
lysis to identify and expose excess safety stock.
TROPICANA PRODUCTS, INC. Bradenton, FL * Aug 1990 - May 1995
Project Manager / Process Engineer, Operations Department
Process Development Engineer, Research & Technical Services
CHEVRON USA, Inc., El Segundo, CA * June 1988 - July 1990
Technical Service Engineer, Refinery Division
EDUCATION
Master of Science in Business, Master of Science in Chemical Engineering
Leaders for Manufacturing Program Fellow, Massachusetts Institute of Technology
MIT Sloan School of Management and MIT School of Engineering, Cambridge, Massach
usetts
Thesis: Business System Improvements through Recognition of Process Variability
Bachelor of Science in Chemical Engineering
University of Florida, Gainesville, Florida
(Registered Professional Engineer in state of Florida)