Summary
Overview
Work History
Education
Skills
Certification
Military Qualifications
Timeline
Generic

Corey D. Hawkins

Wichita

Summary

Results-driven leader seeking an executive position leveraging extensive experience in lean manufacturing, organizational transformation, and team development. Proven track record of driving operational excellence through employee empowerment, innovative problem-solving, and strategic business execution. Demonstrated success in leading multi-site operations, implementing continuous improvement initiatives, and achieving sustainable results across key business metrics.

Overview

20
20
years of professional experience
1
1
Certification

Work History

Site Leader, Last Mile Delivery

Amazon
01.2020 - Current
  • Led largest operational scope in RSR network across 6 delivery stations (2 Rural, 4 Super Rural) spanning 3 states - directing 30 leaders, 1,500 Associates, and 450+ Delivery Associates while achieving network-leading metrics
  • Successfully launched Lowell, AR delivery station achieving 99.83% delivery quality within 60 days - ranking 3rd highest among Rural Delivery Stations nationally
  • Led development of 2022 RSR Leadership field structure plan, delivering $1.5M cost savings through optimized organizational design
  • Pioneered Project Shrinky Dink implementation across 11 Delivery Stations, resolving Flex dispatch constraints and delivering $3.06M cost avoidance in launch pad construction - achieving 49% increase in WKS1 Flex acceptance and ranking 4th highest in North American Flex volume
  • Served as Cost SME for the Central Region, improving operational efficiency through process optimization, labor planning and critical pull times - achieving gains of 25% in Columbia, 15% in Wichita, and 20% in Springfield facilities
  • Reconfigured Wichita's operational clock, increasing daily volume by 19% (36K to 44K) through optimized shift patterns and process flow - establishing new network standard for complex multi-cycle sites
  • Championed safety initiative by implementing mandatory protective footwear across 48 Rural Super Network delivery stations
  • Enhanced associate engagement through implementation of 'Cookies with Corey' round table meetings, establishment of diverse network groups (BEN, Latinos at Amazon, Amazon Warriors), and deployment of electronic communication boards

Senior Plant Manager, Operations

Johnson Controls
01.2011 - 01.2020
  • Directed operations for 721-employee facility, driving 34% production increase (820K to 1.1M units) through cultivation of High-Performance Work Teams and empowerment of 35 production teams (2011-2020)
  • Championed operational deployment of $150M government-mandated product launches (2015, 2023), achieving President's Chairman's Award through strategic implementation of tooling, equipment, layout, and design changes
  • Achieved world-class safety performance through zero-tolerance safety culture and 'safety captain' program, while driving significant capital projects - resulting in 98% reduction in TRIR (5.3 to 0.13) and successful delivery of multiple facility improvements
  • Improved productivity 23% through systematic implementation of cycle time optimization, line balancing initiatives, HPWT-led Kaizen events, and cross-training matrices
  • Successfully negotiated landmark labor contract (2015) transitioning workforce to company health insurance program and implementing pension freeze while maintaining positive labor relations
  • Reduced Cost of Poor Quality (COPQ) by 5% annually since 2016 through integration of Voice of Customer feedback, design for manufacturing principles, and HPWT engagement in quality improvement initiatives

Business Unit Manager

AGCO Corporation
01.2007 - 01.2011
  • Managed three plants with 340 hourly and 9 salaried employees by implementing structured leadership teams, clear communication channels, and daily management systems that aligned Quality, Materials, Manufacturing Engineering, and Supervision departments (fabrication, weld, machining and assembly)
  • Created World Class Fabrication Plant in 17 months by strategically planning and executing a $5 million capital investment in advanced manufacturing equipment (five CNC Trumpf Press Brakes, two 7000-Watt 3D Lasers, five Weld Robots), while developing training programs to upskill workforce
  • Achieved 33% productivity gains through implementing Just-In-Time manufacturing principles, standardized work procedures, and visual management systems (Andon lights for real-time production status, visual boards for KPI tracking, FIFO lanes for inventory control) - enabling a 39% reduction of indirect hours
  • Reduced Safety RIR from 10.6 to 4.4 by establishing cross-functional safety committees, conducting regular Dupont STOP Safety Program training, and implementing a behavioral-based audit system that identified and corrected at-risk behaviors
  • Improved Tractor/Header Assembly Plant metrics by creating dedicated Quality Action Teams, implementing daily performance reviews, and establishing standardized work procedures - resulting in 5S score improvement from 0.5 to 2.5, 22% DPU reduction, and 3% productivity increase
  • Developed 'Best in Site' six-station header line by applying lean manufacturing principles: installed visual management tools for real-time monitoring, created detailed PFEP system for material control, implemented Kanban pull system for JIT production, and established 5S standards for workspace organization

Assistant Plant Manager

Oshkosh Truck
01.2005 - 01.2007
  • Cultivated High Performance Work Team culture across a union environment (403 employees) by establishing 25 self-directed teams, implementing team-based problem-solving structure, and developing multi-skill certification program (85% achievement) - resulting in 15% defect reduction, 12% productivity increase, and 98% utilization of $1.5M operational budget
  • Generated $15M annual savings through value stream mapping of PLST paint process, analyzing waste points, and implementing process improvements across the production line
  • Executed multiple high-impact capital projects by developing comprehensive implementation strategies:
  • $3M MRAP assembly line delivering 100 trucks in 120 days
  • $1.7M robotic welding system increasing PLST production by 83% (6 to 11 units/day)
  • Two-shift axle department boosting output by 120%
  • Achieved assembly operational efficiency from 98% to 103% by implementing visual management systems and training programs - resulting in 8% reduction in non-productive labor
  • Enhanced safety performance (recordables from 10.1 to 4.9, lost time rates from 5.1 to 2.9) through establishment of safety committees and implementation of structured STOP assessment program

Education

MBA - Business Administration

Southwestern College

Bachelor of Business Administration - Marketing Emphasis, Military Science Minor

Pittsburg State University

Skills

  • Capital Budgeting
  • Make vs Buy
  • Traffic functions
  • Mentoring
  • Material Forecasting
  • Capacity Planning
  • Lean Systems
  • Quality
  • Dupont STOP
  • Productivity/Efficiency
  • Six Sigma Green Belt
  • Team Building
  • Project Management
  • Labor Relations
  • Union Experience
  • Standard Work

Certification

  • Six Sigma Green Belt Certification, Hutchinson Community College
  • 5S Methodology Certification, Hutchinson Community College
  • Connect SME – Employee inclusion, Amazon, Austin, TX

Military Qualifications

  • ROTC Advanced Leadership Assessment, FT Lewis, WA
  • 12 Bravo Combat Engineer, National Guard, Cherryville, KS

Timeline

Site Leader, Last Mile Delivery

Amazon
01.2020 - Current

Senior Plant Manager, Operations

Johnson Controls
01.2011 - 01.2020

Business Unit Manager

AGCO Corporation
01.2007 - 01.2011

Assistant Plant Manager

Oshkosh Truck
01.2005 - 01.2007

Bachelor of Business Administration - Marketing Emphasis, Military Science Minor

Pittsburg State University

MBA - Business Administration

Southwestern College

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