Gissel Batista

Responsibilities

• Owned the planning, organizing, managing, and execution of complex projects across multiple organizations and stakeholders.
• Owned putting together the most important documents written by the Operations teams, including Monthly Business Reviews (MBRs), Quarterly Business Reviews (QBRs), Lessons Learned, OP1 and Peak Preparedness and presented to senior level leaders.
• Owned and perform operational audits program, to find deviation from standard and support site leaders with action plans to close the gaps.
• Leveraged continuous improvement knowledge and abilities to identify solutions to issues and support sites reach the set targets.
• Prepared strategic recommendations, roadmaps and program updates to senior management.

Accomplishments

• Think Big: Defined and drived OP1 strategy, focusing on improving the Outbound-items Not Reaching Customers (ONR) sub-bucket of US AFN Concessions, with a planned YoY reduction of 15% in ONR DPMO for a goal of 5168 DPMO. Estimated savings, 48M.

Responsibilities

• Owned critical volume planning, fill rate and quality success metrics for the AMZL business within Amazon Flex.
• Evaluated new processes and solutions, tracked metrics and created trend models.
• Mapped key processes to use in process reviews.
• Completed cost-benefit analysis for recommended updates on our routing algorithm.
• Compiled, modeled and reported quality related data to support efficiency targets.
• Partnered with Flex's cross-functional teams across the operations organization to define pain points and create long term solutions.

Accomplishments

• Bias for action: Weather Mapping process: Improved Blocks with no Demand metrics ( BWND) by 42% , resulting in saving 75K/week.

Responsibilities:

• Worked with program managers, business leaders and executive team to drive critical business initiatives across all Canadian stations.
• Developed and implemented KPI reporting for a portfolio of programs, providing visibility to the milestones and performance across all projects.
• Conducted best in class internal benchmarking (EU) to implement, adjust and improve SOP’s and KPI’s for Canada.
• Designed and implemented systems, metrics and programs that maximize compliance and continuous improvement. This includes completion of root cause analysis on all defects and using data to drive action plans.
• Developed and lead a high performing team of Field quality Assurance Managers and program managers.

Accomplishments:

• Ownership/Bias for Action: Key team leader responsible of identifying and driving address duplication. This field validation allowed her to work with Tech team in Q4 of 2020 to develop a query to help identify duplicate addresses and resolve them leading to a CA wide ~36% reduction in multi-visit dpmo. These improvements helped in $0.02/pp savings (annualized saving of CAD 3.9M).
• Hired and Develop the Best: Successfully on-boarded and created a daily detailed standard work cadence for field quality technicians to follow since tech support was still not available for Canada region. This initiative contributed to quality metric success by 35%.
• Teach: 9 stations successfully launched in a 7-month period, supporting the launch team with training, audits, and adoption to guarantee operations met quality targets following standard work. All launched stations graduated with +95%.

Directed day-to-day operations, leading a team of area managers, process Assistants and Delivery Service Providers (3PL), spearheading implementation of short-term and long-term strategies to achieve business plan and profitability goals.

Responsibilities:

• Planned daily operational strategies, including delivery routing, team workflows and promotional initiatives
• Define new processes to drive step change reductions in both fixed and variable costs of On-road delivery operations. Pilot proposed changes in the real environment and have the ability to work in a start-up type environment, dealing with ambiguity on a regular basis.
• Developed incident management strategies to promote troubleshooting, root cause analysis and timely resolution.
• Strengthened operational efficiencies and traceability, developing quality and performance report.

Accomplishments:

• Delivering Results: Shipments per route improvement from 156 to 215 reducing an estimate of 54 routes per day, translating in annualized savings of CA$7M.
• Ownership/ Deliver results: Identified Standard process gap, virtual/physical mismatch on vehicle types. Collaborated with Fleet adjusting and having accurate inventory from our 3pl’s allowing us to maximize space, translating in annualized savings of CA$2.4M

Managed delivery station sort and load out operations including receiving line hauls from fulfillment centers, engaging and supervising team of 52 warehouse associates. Handpicked as process engineer POC on March 2018 to work on special project for rural deliveries, working with the regional Process improvement team to build plan and KPI targets for the new rural delivery stations in Canada

Responsibilities:

• Developed performance goals and objectives to achieve customer promise expectations and ensure accuracy and quality
• Proactively identified and lead process improvement initiatives with lean tools.
• Executed productivity plans by reviewing work forecasts, determining productivity requirements, and collaborating with other Area Managers to balance labor.
• Communicated policies to associates and act as the primary information source for the team, maintaining compliance and consistency and taking corrective action when needed

Accomplishments:

• Deliver Results: Increased our PPH (Packages per Hour) target plan by 7% in a 3 month period
• Ownership: Implemented new Labor Planning Tool, to guarantee headcount in the building it has been manage efficiently.
• Insist on Higher Standard: Improved overall sort quality from #52 in the network to #1 across the network for weeks 31-34 and #1 in week 38 (2017).

Responsibilities:

• Implemented and shared weekly progress report of the expenditure of the facility.
• Developed and implemented plans to use materials, labor and equipment efficiently to meet production targets, maintaining our direct cost and MOH goal.
• Sponsored Lean Six Sigma, (Green Belt,kaizens) projects for the region.
• Generated and shared weekly and monthly Report for KPI’s to regional leadership with proposed actions plans.
• Managed agenda of all the productivity projects for the Latam region.

Accomplishments:

• Yield reduction-Oil efficiency by 4%, USD 75,000 savings /year. Green belt Project.
• MOH cost reduction by 7%, USD 95,000 savings /year. Green Belt project.
• Reduction of repack area by 2%, annualized savings of 50K.
• Implemented Preventive maintenance Program to critical equipment (Conveyor belts Forklifts) reducing downtime by 1.5% percent.