Joseph DiNapoli

Process improvement expert who is an accomplished leader, manager, and operations professional with a proven track record of delivering sustainable financial improvements. Global experience implementing business and operational strategies that have effected change in order to deliver significant cost savings and revenue gains. Knowledgeable in operational improvement methodologies and skilled in the implementation of best practices. Historically has built successful teams and developed staff by focusing on and empowering people.

• Improved Dispatch Reliability by 21% (a Key Performance Indicator of Customer service) by reducing delay hours. Introduced numerous process improvements to the workforce (heavily union) allowing the company to bring back approx. $14 million in outsourced maintenance work which was a substantial cost savings for the company as well as a win with Labor.
• Restructured a West Coast Defense / Weapons System Contractor so that they could compete more effectively in the commercial sector. Operating Costs were reduced approx. 10%, manufacturing cycle time cut by 32%, Defects reduced by 97%, and Productivity boosted by 121% leading to the capture of several large contracts they had bid on.
• With various clients, lead efforts to maintain continuous product and service quality by implementing process controls, data analysis, and measurement tools and devices. Managed ISO 9001 certification and oversaw post–compliance regulation by conducting inspections and performing audits. Specific to selected clients implemented procedures and programs to ensure that organizational and regulatory standards for proper function, safety, quality, and consumer acceptance were satisfied.
• Realized annual operating savings and lower costs for a large airline in excess of $25 million after implementing operational, Information Technology, and Business Intelligence improvements and enhancements Led a team of “Subject Matter Experts” on a 4-year Business Re-Engineering project that focused upon, Safety, Customer service, Efficiency, and Operational Performance. As a result of these efforts, the operation realized annual savings and lower costs in excess of $25 million.
• Lead efforts that restructured a large Engineering Department (comprised of Product, Project, and Manufacturing Engineers) within a large Midwest Farm Implement Manufacturer and Assembler that had been struggling in their support of the operation. Through the implementation of a Process Management System and new operating strategies, reduced Project Backlog hours by 65% and improved Attainment of Planned completion dates by 118%

• APICS (Association for Operations Management) - CPIM Certified - 1985
• SME (Society of Manufacturing Engineers) - Gold Level Lean Certified - 2002, Lean Manager Certification - 2004

Dedicated Dog owner and uncle to many of my friends' pets. Love instilling our Family traditions and cultures in the younger members of my Family. Avid walker, averaging up to 12,000 steps /day. Enjoy reading anything. lover of all sports.