Senior Director of Operations

The Senior Director of Operations is responsible 1.2M square foot warehouse consisting of over 5,000 Associates and 120
salaried leaders at peak staffing. Drives existing, and develops new, processes to ensure a culture of excellence through
inclusion and development. Senior Directors are responsible for local and network performance objectives, including key
safety, quality, performance, customer experience and Associate engagement initiatives.

•	Implemented series of communication channels throughout the fulfillment center displaying building announcements
and performance to benchmark consisting of Voice of the Associate Board, Voice of the Business Board, Safety Performance
Board, Quality Assurance Display and Associate Incentive Tracker. As greater business understanding increased, "Action Committees," comprised of Leaders and Associates, formed to drive improvements throughout the building yielding 23%
productivity increase, 94% OSHA incident reduction (including 1.3M hours without a lost time incident), and 37% increase in inventory accuracy.

•	After gaining buy in from Associates and Leaders, launched an engagement and cultural initiative creating the LION
Ethos (Loyalty, Inclusion, Ownership, and Nurture). Actions included innovating Associate on-boarding process, creation of Leader Development Program, and revising leader onboarding and training. As a result, on-boarding attrition reduced by
65%, safety incidents of new hires reduced by 80%, and played critical role in driving overall YoY gains in safety, quality, cost
and customer experience.

•	Developed and standardized internal performance review cadence for all safety, quality, productivity and customer
experience metrics. Created standard work checklist for several key positions and codified for leader on-boarding/training.
As a result, the fulfillment center developed seven key SOPs and scaled to the network driving multiple metric improvement
culminating in a 27% total cost savings.

Assistant General Manager (AGM) drive, develop, and oversee implementation of the business plan for the one million square
foot Fulfillment Center to achieve goals (e.g., production, quality, safety) and develop strategic improvements for complex
operations. Organization comprised of 22 salaried Managers and upwards of 850 Associates.

•	Upon assuming role, partnered with regional quality leaders to identify largest opportunities for inventory control in current state. Published a support team action plan focused on driving inputs such as proper inbound process flow for all
receiving and replenishment processes. As a result, after initial 90 days WIP DPM reduced from 493k to a 272k, a 35%
reduction versus a 12-week average and RIP Void DPM reduced from 34k to 15k, a 39% reduction versus a 12-week average.

•	Built and implemented leader standard work, sync boards/meeting cadence, and reporting structure within Inbound
department. Simultaneously launched a three phase instruction block for all leaders to grow business understanding of safety,
quality and productivity metrics. Following completion of phase one, department had increased productivity from below a 60
UPH in December 2019, to a 106 UPH average in March 2020.
•	Launched piles reduction and exception processing standardization with intent of piles elimination and freight
recovery. Through partnership with leaders throughout the network, a damage processing, assortments and remedy process
standard was implemented, all piles within the department were eliminated and over one million dollars of freight recovered within first sixty days in role.

Assistant General Manager

Site Leader is responsible for the overall safety, quality, productivity, engagement and customer experience for a Fulfillment
Center. The Site Leader drives initiatives including process improvements to meet and exceed business objectives. Specific
duties include leading a team of Senior Operations, Operations and Area Managers along with developing visions for the entire network to support rapid expansion and unmatched customer experience.


•	Upon assuming role, partnered with all Operations and Support leaders publishing a comprehensive building vision
for 2019. Through ergonomic assessments, adjustments in training and refinement of standard work, as of June 2019, Site
has achieved YoY 60% reduction in First Aid Incident Rate (FAIR) and 70% reduction in Recordable Incident Rate (RIR).


•	Refined and published AMXL building launch documents and shift execution standard practices in order to support
expansion of AMXL network by 200% in 2019 and additional 70% in 2020. Documents currently being used to train in excess
of 100 leaders both internal and recent additions to the organization.


•	Implemented special handling procedures, inventory storage redesigns and decision matrix for product processes
allowing building to reduce internal concessions/damages from 7.5% to under 3%; becoming the lowest in the special
handling network decreasing total cost of damage units lost by an estimated $150,000 a month.

Site Leader

Responsible for all budgetary, talent development and operations objectives for the Inbound or Outbound department at a
Fulfillment Center. Specific duties include leading a team of Operations and Area Managers along with coaching and mentoring the team to ensure performance objectives are met while building positive employee relations within the building.


•	After laterally moving to Outbound Senior Operations Manager in October 2018, launched several process
improvements and manager trainings in order to improve building Delivery Estimate Accuracy (DEA) and Outbound
productivity - both which were lowest performing in network. In four months, department improved total throughput by
19% and DEA increased to 99.89%; both leading the network and still remain benchmark for Outbound performance.


•	As Inbound Senior Operations Manager, produced the most aggressive and accurate labor plan for Q4 2017
throughout the ARNS Network following standardization of Inbound and publishing of all new standard work documents and reports for the department including new SOS, EOS and shift planning tools. Peak prep and planning resulted in FC
finishing first amongst all ARNS FCs in Vendor throughput for Peak at a 30.61 TPH; over a 25% increase YoY.


•	When appointed Inbound Senior Operations Manager in October 2017, identified immediate opportunity with
Replenishment Cycle Time DPMO leading to thousands of dollars in load balancing away from FC and frequent misses to
customer promise. Redefined PIT operations and instituted improved FIFO order of processing achieving benchmark for ARNS Network for stow TP90 of less than three hours and reducing network worst Replenishment DPMO of 196k to ARNS
Network best 19k at end of Peak 2017.

Senior Operations Manager

Responsible for leading and developing a team of exceptional talent that make innovation possible; including but not limited to motivating, mentoring, and coaching your team to become the best leaders they can be. Operations Managers are creative
problem solvers who are able to dream in immense scale, interpret big data, and deliver meaningful results that keenly drive
productivity and efficiency.

•	In order to reduce piles and peculiar inventory, planned and implemented additional conveyance in Inbound to process
all prep freight in real time resulting in reducing all Inbound peculiar inventory from up to 16 days to below three days while
simultaneously increasing Prep rates by 12%.


•	Assigned to lowest performing shift in the building following promotion to Operations Manager; in four weeks Receive
Dock rate improved by 39%, RSR Support rate by 16%, and Trans-In total by 10%. These lessons led to the shift becoming
the highest performing shift in department--successes captured via standard work and implemented across all shifts.


•	Following the success of promoting six Associates to Process Assistants while an Area Manager, partnered with Human
Resources to develop a résumé refinement and interview prep seminar for all hourly associates titled "Résumé Workshop Part 2: STAR Prep." Over 70 Associates have attended with 35 applying for Process Assistants. All 35 were inclined after receiving
interviews and 20 have been slotted as Process Assistants.

Operations Manager

Manager of up to 100 hourly Associates supporting the overall company goal of being the most customer-centric company on
earth with a focus on four key areas: safety, quality, customer experience and productivity. Duties include reviewing forecasts to determine and accomplish daily production goals, support all safety programs and OSHA compliance.


•	As Custom Pack SME, implemented a three phase operation with the intent of improving batchy unit production
through the Custom Pack process. Designed and built a manual rebin station to eliminate use of RF scanners,
developed clear FIFO and staging area for units to be processed, improving takt time by over 50%, and adjusted cart
pick staffing to optimize work flow. Result was a 21% increase in Batch unit processing and overall 9% gain in Custom
Pack rate.


•	As the Problem Solve SME, re-wrote all process Standard Work, redefined shift staffing, established shift hand off
requirements, and implemented an EOS report. As a result, Problem Solve rate increased from a 746.32 in March 2016, to a 933.1 in June 2016 due to process efficiency and staffing.


•	Planned BHN shift staffing for Peak 2016 while serving as the Outbound department lead for all Gift Wrap, Custom
Pack and HOV Pack planning. BHN did not have a single customer experience miss or even late SLAM for the entirety of Peak. Additionally, HOV Pack rate increased by 7.4 UPH from station redesign and optimization while Gift Wrap rate
increased 8.5 UPH YoY. Both rates achieving benchmark for the network.

Area Manager

Infantry Officers are responsible for leading infantrymen and combined arms forces in combat. Infantry Officers are tasked with developing doctrine, prepare for infantry missions as well as teaching, training and developing Soldiers individual skills.
While serving held positions as Infantry Platoon Leader, Company Executive Officer, and Battalion Logistics Officer.
•	As a Battalion Logistics Officer, planned and coordinated four separate movements of more than 75 vehicles and
$200,000,000 worth of equipment in support of two major battalion training events to Yakima Training Center, requiring a
partnership with the Washington State Department of Transportation with 100% arrival and zero incidents.


•	As a Company Executive Officer, planned and executed several cost savings projects, including the Campaign on
Property Accountability (COPA), resulting in the recovery of more than 100 pieces of unaccounted for equipment, saving the government over $400,000.


•	While deployed in support of OEF as an Infantry Platoon Leader led over 600 dismounted combat patrols leading to establishment and security of first community center in Zhari District, Afghanistan providing cold storage for 250 local
nationals, medical treatment and education to nearly 100 women and earning a Bronze Star, Army Commendation Medal for Valor as well as receiving a Purple Heart.

United States Army Infantry Officer

Find out detailed information about Adam Losey, Senior Director of Operations 

Adam Losey: Senior Director of Operations

Adam Losey

Walmart eCommerce

Walmart eCommerce

Amazon.com

Amazon.com

Amazon.com

Amazon.com

Army Infantry

United States Military Academy