Decoy Carving , Enjoy watching College and Pro Football
Known among colleagues and clients alike for his results-driven approach, Arthur Leveris is an expert at guiding companies to their strategic goals. An authority in Six Sigma strategic planning, business development, operational improvements, management, profit and loss responsibility, team building, and Lean streamlining solutions, Arthur Leveris skillfully steers each of his clients to overall improvement while simultaneously instilling valuable business practices within the core of each company. A former Division Officer for the United States Navy, Arthur Leveris is currently serving as Director of Operations for Exel Logistics, the number one logistics provider in North America. Prior to that, Art served as the Director for Strategic Initiatives for DHL Express. Possessing an impressive track record of turning around poorly performing districts and teams, Arthur Leveris played a key role in improving the core business strategies of the five northeast regions. Before his promotion to Director of Strategic Initiatives, Arthur Leveris served as Operations Performance Manager for Northeast Area 4 and Station Services Manager for the Boston Metro North station. Prior to joining DHL Express, Arthur Leveris served in various capacities with Airborne Express Corporation. Since embarking on his career, Arthur Leveris has been distinguished with several awards, including the First Choice Master Bronze, the First Choice Award for Exceptional Performance, and the APEX Award. Arthur Leveris laid the foundation for his professional success as a student at the United States Naval Academy, from which he earned his Bachelor of Science in General Engineering. Since graduating, Arthur Leveris has pursued an education in business management methods such as Six Sigma and Lean. Arthur Leveris obtained Lean Six Sigma Black Belt certification. Beyond his professional endeavors, Walpole, Massachusetts-resident Arthur Leveris spends his time watching football, carving decoys, reading, and spending time with family and friends.
Operations Performance Manager
1 of 4 Area managers in the US, develop and implement business process improvements with the primary objective of reducing transportation costs and increasing efficiency using six sigma methodologies. Recognized for providing superior operational views that drive behavior and force accountability in the supply chain. Instituted Control Charts to easily identify trends and shifts in multiple processes (forecast/predict), resulting in robust service and quality levels.Recouped DHL US over $5M in revenue from a six sigma project focused on billing quality issues (2007-2008), rate of improvement >70%.Developed TSM tools and daily reports reducing field analysis by 80%. Tools used cross functionally between sales, ops, and HR.Created an Operational Excellence model that detailed best practices and forced accountability throughout the enterprise.Perform statistical analysis to determine current performance, forecast and trend future performance to recommend improvements and/or corrective actions through the APW process. Achieved best ever on time service results in the history of the Northeast by implementing process design changes and identifying opportunities to improve existing procedures.Lead Kaizen events in service centers to increase awareness on key customer touch points.
Jan 2008 - Jan 2009
Director of Strategic Initiatives
Promoted to this highly visible position and charged with turning around this poorly performing strategic team. Shared P&L responsibility within the 5 regions in the Northeast with a $600M annual budget, 69 service centers, 327 management employees and 3,827 hourly employees. Responsibilities include improving efficiencies and effectiveness in the Service Center operations regarding pick-up, delivery, safety and security in accordance with DHL guidelines. Established, wrote and executed business strategies using 6 sigma methodologies (DMAIC) in conjunction with LEAN principles to significantly reduce costs and provide robust service levels. Reported to the Senior VP of Operations, Northeast.Defined Strategy, Tactics, and Cultural changes needed to successfully execute the largest route restructure in the history of the company.Recruited and hand selected a word class implementation team consisting of 16 direct reports that were recognized with the most favorable cost savings in the US.Executed a strategic revitalization of Northeast Route Structure, resulting in a 32% reduction in personnel and equipment.Lead and facilitated the project management of cross-functional restructure of Northeast resulting in an 87% reduction in personnel and best ever results in international service with a 3 percentage point increase.Key principle in team that developed the US Restructure vision and strategy.Hand selected by EVP and assigned to Corporate Office to spearhead and represent US Operations Team with regards to a new data platform (EGAP).
2002 - 2005
Station Services Manager
Core responsibilities: all facets of Operations, Personnel, Sales, P&L, Labor, and Client Relationships. Control distribution of 17,000 parcels a day and responsible for direction of 9 supervisors, 140 couriers, 6 customer service representatives, and over 7,000 customersResponsible for staffing & scheduling, quality control elements and effective planning to execute for dispatching fleet of 140 couriers.Implemented structure to improve work methods and reduce costs resulting in a savings of $814,400 in 2003.Received highest rank in the region, 96% on the Operation Excellence audit while acting as the District Manager in February 2004.Received APEX award for removing station from the “top 10” list for loss/ theft.
2001 - 2002
Finished 4Q01 as the top rated Company district in the company’s new Operational Excellence Program. The station was number six before I arrived midway through 4Q01.Generated increased revenues despite a drastic drop in our core overnight products. Generated 50K in additional monthly revenue by actively reweighing and dimming parcels.
2000 - 2001
Station Services Manager
Managed company’s second largest courier station (within the company’s largest District) controlling distribution of 12K parcels per day, with a staff of 5 supervisors, 85 union couriers, 6 union agents, and 1 union dispatcherMaintained 99% delivery and pick-up service to the largest customers in the Financial District.Successfully removed the station from the “top 12” list for losses/ theft. Worked closely with LP, NYPD, and the postal authorities.Increased stops per hour worked by 15% within one month of promotion while reducing overtime by 50%.
1999 - 2000
Field Services Supervisor
Responsible for supervising package pick-up and delivery couriers, delegating work assignments and training, leading operations personnel as they provide on-time package pick-up, delivery and exceptional customer service. Direct the operations of couriers, agents and dispatchers involved in the pick-up and delivery of over 20K parcels daily.Selected over senior supervisors to assume the responsibility of “duty supervisor.” Acted as the liaison between Airborne and customers in my district.
1997 - 1998
Reported directly to the CO- responsible for the overall performance of the enlisted staff.