Clinton Whitbeck

Served as Chairman of the GXO safety committee and represented GXO during customer safety meetings.

Actively embodying the "Change the game" part of GXO's company values by striving to improve our operations at the ground level. examples provided include creation of a department level auditing process for reverse logistics to ensure accurate shimpments, submission of process change bugs for processes that could make more sense

Championed Battery Disassembly Operations at the spoke warehouse to ensure spent batteries wouldn't pile up.

Exploration of available data to predict conflicts and ensure an uninhibited workflow. utilizing information at hand to figure out if and when workflow will increase to prevent it from being delayed amd completed out of SLO.

CPR/FIRST AID with AED certification

Dangerous Goods Shipper certification

• Safety Committee Projects:
• Ongoing employee engagement through the Safety Zone portion of morning Tier.
• Person to person communication of safety concerns.
• Implementation of GUTS tickets to make improvements at TLK(wall mounted brackets for hand tools, standing bracket for Rack Transfer Plate storage at freight elevator).
• Representing GXO Logistics in the DLS TLK Site Safety Committee, addressing concerns from the customer, and bringing concerns from GXO to the customer
• RMA Lead:
• Planning and implementation of conveyor belt assembly line technique for mass battery/rectifier packaging.
• Conducted work area layout and 5S implementation by collaborating with RMA team and leadership to meet the team's space usage needs with the objective to provide usable work spaces, part organization, packaging storage, and sufficient staging for incoming/outgoing material.
• Performance of reason coding metrics misses. Investigation of all mitigating factors as to why individual serial numbers missed SLO, and providing explanations for why the misses occurred
• Escalation of needed process changes to fill gaps that result in program misses
• Planning and implementation of short term training programs to quickly train Material Handlers from other departments to assist RMA during mass part processing projects
• Training and delegation of day to day RMA operations to aid departmental function, and foster team growth by expanding duties of team members
• Example: inclusion of reliable team members in the packaging ordering process by training them to use SAP, & Part-to-Pack, in conjunction with collaborative organization of our packaging storage area, the aim of which being to balance the supply of packaging based on common appearance of certain part commodities, while leaving room for maintaining on hand supply of less common part commodities. this resulted in another team member gaining skills that increased their value to the company, prevented metric misses by eliminating a supply bottleneck that can delay shipment of parts.
• Upgrades Team Lead:
• Commended on several channels of communication for proactive efforts to address Continuous Improvements in a developing department, and swiftly taking action for a Priority Zero upgrade project. This involved frequent communication with many people from the associate level, to program management. Analysis of program metrics, stock levels at multiple sites, and their respective project codes played a key role in the success of resolving this urgent event.