Introduction
Brian joined Strategy3, Inc. in 2008 with twenty-three years of manufacturing experience in the Automotive Industry. While working in positions such as Lean Change Agent, Manager of Industrial Engineering, Sr. Industrial Engineer, and Production Supervisor, Brian gained experience in areas of Strategic Planning, Process Improvement, Project Management, Procurement, Efficiency Management, Project Implementation, Business Management, and Operations Consolidation. Since joining Strategy3, Brian has also worked with companies in the Aerospace, Agricultural, Appliance, Defense, Rail, Sporting Goods, and Marine Industries as well as Food Manufacturing and Warehousing. |
Profile
Brian has expertise in managing operations, implementing manufacturing systems, lean manufacturing tools and techniques, production control mechanisms, process improvement, and change management. Starting as a Production Supervisor and working his way through various Industrial Engineering positions as well as Lean Change Agent, Brian has had the opportunity to design, facilitate, and implement lasting changes and improvements. He is a strong Operation’s Manager who is excellent at leading teams and supervising staff. With over three decades of manufacturing experience, Brian has proven that he can deliver projects of varying size and complexity on time and within budget.
Relevant Experience
Marine Component Manufacturing
Functioned as Project Lead to duplicate a motor assembly line, train new employees, disassemble, transport, and reassemble the line in a foreign country. Brian worked simultaneously with Product Engineering and the Procurement Team to reduce the number of motor models from 48 to 29 (40% reduction) and unique wire lengths from 20 to 6 (70% reduction). During the project, he also identified additional savings opportunities in excess of $890,000. This project was completed on budget and as scheduled.
Pump and Motor Shaft Manufacturing
Functioned as trouble-shooter to analyze problems associated with a client’s scheduling system (JobBoss/ShopBoss). Brian worked with staff members to understand how they utilized JobBoss relative to their job function paying particular attention to scheduling aspects. By converting bottleneck work centers to finite scheduled while leaving non-bottleneck work centers as infinite scheduled, he was able to achieve a better balance between work center capacity and completing jobs by their due dates. In order to further improve accuracy, he reset job scheduling order to ‘earliest delivery’ (due date) first, ‘priority’ second, ‘fewest remaining hours’ third and ‘earliest order date’ last. Finally, he investigated the proper use of queue and lag hours and ultimately removed them from work centers and all active jobs. This significantly reduced capacity loads on work centers and helped improve jobs being scheduled by their due dates. As a result of his efforts, the client is now able to fully utilize their scheduling system without manual intervention.
Aerospace, Rail, Industrial, and Marine Component Manufacturing
This assignment involved a complete stockroom move of inbound purchased part and outbound finished assembly inventory, as well as custom and bulk pack areas to a new warehouse. As project lead, Brian and a Strategy3 coworker held four Kaizen workshops relative to FG stocking, FG picking, packaging, component picking, receiving, receiving inspection, stocking, and strategic manufacturing and site planning. As a result, they identified and implemented improved process and performance standards to enable a 9-person headcount reduction of just over $400,000 in annual labor savings. He designed and implemented visual warehouse with best site example of 5S, cleared product flow lanes and removed line-of-site obstacles improving material flow and management-by-eye. The new facility layout created over 3,200 sq. ft. of floor space available for new business opportunities and a six-person headcount reduction for an additional $300,000 annual labor savings. He and his team achieved significant improvements making the new warehouse area a world-class example of a very lean and visually manageable area.
Automotive Component Manufacturing
As a Lean Change Agent, Brian facilitated Lean Manufacturing strategies in support of productivity improvements, implemented operating systems, identified and solved performance problems, maintained productivity metrics, lead label error-proofing activities, and insured compliance with Ergonomic and ISO/TS Standards.
While working as Manager of Industrial Engineering, Brian taught Lean concepts and demonstrated the connection to metric improvement. He provided direction and coaching to subordinate Industrial Engineers enhancing their skills and expertise in the areas of DMS, MSD, and VSM. He also educated and coached plant staff and others in implementing Lean Manufacturing principles while simultaneously addressing potential conflicts associated with implementation. He continuously demonstrated a proactive approach to making improvements and solving problems.
During his role as Supervisor of an Industrial Engineering group, he developed, trained, and maintained Industrial Engineering staff within budget constraints. As supervisor, he owned responsibility for all activities of his group. Brian developed, trained (Mfg. Supv.), and implemented standardized work and pull systems in all new or changed areas. In addition, he fully supported all new product programs.
Working as a Sr. Industrial Engineer, he investigated and helped implement a new engine mount manufacturing process as well as a new coating process. He analyzed performance problems utilizing delay and elemental studies, established and maintained work standards, labor routings, standardized work, workplace organization, manpower and overtime forecasts, and cost estimates.
Functioning as a Production Supervisor, Brian assigned job tasks to meet production requirements, maintained hourly payroll, calculated weekly available hours, monitored labor efficiency performance, and interfaced with union representatives to solve labor issues.
Client and Company Listing
Ace Sanitary
AGCO Corporation
American Trim, LLC
Angell-Demmel
Delphi Corporation
Eicom Corporation
FeraDyne Outdoors
Fortress Mfg,. Inc.
Global Cooling, Inc.
IMI Precision Engineering
ITT Corporation
Lakeview Farms, Inc.
Liberté
Pareto Corporation
Preferred Meal Systems
Projects Unlimited, Inc.
Skilcraft Aerospace, LLC
Victoria Fine Foods
Woodstream Corporation
I-Supply Co.
Education
GMI Engineering and Management Institute – Master of Science in Manufacturing Management
The Ohio State University – Bachelor of Science in Business Administration (Focus - Production and Operations Mgt.)
Brian has expertise in managing operations, implementing manufacturing systems, lean manufacturing tools and techniques, production control mechanisms, process improvement, and change management. Starting as a Production Supervisor and working his way through various Industrial Engineering positions as well as Lean Change Agent, Brian has had the opportunity to design, facilitate, and implement lasting changes and improvements. He is a strong Operation’s Manager who is excellent at leading teams and supervising staff. With over three decades of manufacturing experience, Brian has proven that he can deliver projects of varying size and complexity on time and within budget.
Relevant Experience
Marine Component Manufacturing
Functioned as Project Lead to duplicate a motor assembly line, train new employees, disassemble, transport, and reassemble the line in a foreign country. Brian worked simultaneously with Product Engineering and the Procurement Team to reduce the number of motor models from 48 to 29 (40% reduction) and unique wire lengths from 20 to 6 (70% reduction). During the project, he also identified additional savings opportunities in excess of $890,000. This project was completed on budget and as scheduled.
Pump and Motor Shaft Manufacturing
Functioned as trouble-shooter to analyze problems associated with a client’s scheduling system (JobBoss/ShopBoss). Brian worked with staff members to understand how they utilized JobBoss relative to their job function paying particular attention to scheduling aspects. By converting bottleneck work centers to finite scheduled while leaving non-bottleneck work centers as infinite scheduled, he was able to achieve a better balance between work center capacity and completing jobs by their due dates. In order to further improve accuracy, he reset job scheduling order to ‘earliest delivery’ (due date) first, ‘priority’ second, ‘fewest remaining hours’ third and ‘earliest order date’ last. Finally, he investigated the proper use of queue and lag hours and ultimately removed them from work centers and all active jobs. This significantly reduced capacity loads on work centers and helped improve jobs being scheduled by their due dates. As a result of his efforts, the client is now able to fully utilize their scheduling system without manual intervention.
Aerospace, Rail, Industrial, and Marine Component Manufacturing
This assignment involved a complete stockroom move of inbound purchased part and outbound finished assembly inventory, as well as custom and bulk pack areas to a new warehouse. As project lead, Brian and a Strategy3 coworker held four Kaizen workshops relative to FG stocking, FG picking, packaging, component picking, receiving, receiving inspection, stocking, and strategic manufacturing and site planning. As a result, they identified and implemented improved process and performance standards to enable a 9-person headcount reduction of just over $400,000 in annual labor savings. He designed and implemented visual warehouse with best site example of 5S, cleared product flow lanes and removed line-of-site obstacles improving material flow and management-by-eye. The new facility layout created over 3,200 sq. ft. of floor space available for new business opportunities and a six-person headcount reduction for an additional $300,000 annual labor savings. He and his team achieved significant improvements making the new warehouse area a world-class example of a very lean and visually manageable area.
Automotive Component Manufacturing
As a Lean Change Agent, Brian facilitated Lean Manufacturing strategies in support of productivity improvements, implemented operating systems, identified and solved performance problems, maintained productivity metrics, lead label error-proofing activities, and insured compliance with Ergonomic and ISO/TS Standards.
While working as Manager of Industrial Engineering, Brian taught Lean concepts and demonstrated the connection to metric improvement. He provided direction and coaching to subordinate Industrial Engineers enhancing their skills and expertise in the areas of DMS, MSD, and VSM. He also educated and coached plant staff and others in implementing Lean Manufacturing principles while simultaneously addressing potential conflicts associated with implementation. He continuously demonstrated a proactive approach to making improvements and solving problems.
During his role as Supervisor of an Industrial Engineering group, he developed, trained, and maintained Industrial Engineering staff within budget constraints. As supervisor, he owned responsibility for all activities of his group. Brian developed, trained (Mfg. Supv.), and implemented standardized work and pull systems in all new or changed areas. In addition, he fully supported all new product programs.
Working as a Sr. Industrial Engineer, he investigated and helped implement a new engine mount manufacturing process as well as a new coating process. He analyzed performance problems utilizing delay and elemental studies, established and maintained work standards, labor routings, standardized work, workplace organization, manpower and overtime forecasts, and cost estimates.
Functioning as a Production Supervisor, Brian assigned job tasks to meet production requirements, maintained hourly payroll, calculated weekly available hours, monitored labor efficiency performance, and interfaced with union representatives to solve labor issues.
Client and Company Listing
Ace Sanitary
AGCO Corporation
American Trim, LLC
Angell-Demmel
Delphi Corporation
Eicom Corporation
FeraDyne Outdoors
Fortress Mfg,. Inc.
Global Cooling, Inc.
IMI Precision Engineering
ITT Corporation
Lakeview Farms, Inc.
Liberté
Pareto Corporation
Preferred Meal Systems
Projects Unlimited, Inc.
Skilcraft Aerospace, LLC
Victoria Fine Foods
Woodstream Corporation
I-Supply Co.
Education
GMI Engineering and Management Institute – Master of Science in Manufacturing Management
The Ohio State University – Bachelor of Science in Business Administration (Focus - Production and Operations Mgt.)