Bruce W. Email & Phone Number

Atlanta, Ga, Us

•Successfully directs and monitors all aspects (safety, procurement, warehouse, maintenance, production, quality, and fulfillment) of a 300+ associate food processing operation to ensure financial, operational, and customer targets are met.•Manages P&L to provide financial oversight and deliver profitable revenues of the operation.•Hands-on coaching and training using Lean techniques, line balancing, and process improvements.•Collaborates with product development and the sales team to ensure product manufacturability and successful product launches.•Manages and reports KPI performance to VP of Operations to drive operational success in all aspects of the operation warehouse, production, and fulfillment.•Facilitates employee engagement efforts with monthly town halls, associate forums, and other events.•Directs cost saving initiatives and projects that support the fiscal plan goals.•Create and implement strategic plans that drive future growth and profitable revenues.•Training and developing of the plant leaders.Accomplishments: In a nine-month timeframe my leadership, improved employee turnover by 27%. EBITDA improved from -18.8% to 11.7% through operational improvements, developed leadership, and selective customer strategies

•Leads and directs the manufacturing activities of a custom high voltage electrical transformer operation. The operation consists of 180 indirect and 10 direct reports.•Drives process compliance to meet FPY goals.•Develops plans to maintain and continuously improve plant safety.•Communicates with Sales Director and customers about project schedules.•Controls manufacturing expenses in line with budget targets. Including headcount, manufacturing overhead, material, maintenance.•Leads and drives continuous improvement initiatives. Including the development of Key Performance Indicators.•Collaborates with Human Resources to oversee training and development plans for all hourly and salary production personnel.•Leads project scheduling activities as it pertains to manning, machine, and material.

•Leads, directs, and coordinates the overall operations of a cold drawn tube operation. Direct reports are a Plant Superintendent, Shipping Manager, Maintenance Manager, planning dept., Health and Safety Manager, and a Process Engineer Manager that supply the aerospace, and oil and gas industries.•Manages and creates plan for CAPEX projects. •Monitors plant performance and develops KPIs to improve operations.•Collaborates with Health and Safety Manager to identify safety system improvements.•Negotiates Collective Bargaining Agreement with district and local union.•Manages daily P&L and develops plant budget.•Effectively leads a culture of change and continuous improvement.Accomplishments: Effectively managed operations that increased EBITDA from 6.8% previous year to 12.5% through cost reductions and execution of the sales plan.

Solon, Ohio, United States

· Managed a team of five supervisors and 200+ associates in the daily production activities of the Lean Cuisine and Stouffer’s brand products(high-speed packaging).· Continuous enforcement of HACCP policies and GMPs.· Effectively manages daily material and labor budgets · Drives continuous improvements through management of KPI's specific to safety, quality, efficiency, performance, material, and labor. · Manages activities that not only promote a safe work environment, but decreases first-aid and recordable injuries.· Responsible for implementation of training, discipline, and staffing objectives of the operation.Accomplishments: Developed process improvements that reduced product loss and cost-savings upward of $200,000 within my first year. Developed efficient balanced production lines that reduced labor costs.

·Led 108 hourly employees and managed four direct report supervisors in a flash-welded ring fabrication, heat treatment, and machining operation that supplies the aerospace industry. ·Managed the achievement of throughput targets so that goals are achieved in a safe, quality, and efficient manner. Implemented corrective actions when targets are not met.·Developed and assisted in the implementation of strategic operational and capital budget plans to ensure long-term business viability.·Successfully led responsiveness and cost reduction through management of Theory of Constraints and operational work rules. ·Responsible for implementation of training, discipline, and staffing objectives of the operation.·Collaborated with Engineering and Quality to identify opportunities to maximize production and minimize scrap.Accomplishments: Facilitated $1 million cost-savings initiative by bringing outsourced machining work back in house. This was achieved by building capabilities in hourly staff, collecting revenue from scrap chips, and developing machining cells

·Managed 90 hourly employees and three direct report supervisors in the daily duties of a seamless ring rolling forging, heat treatment, and machining operation that supplied the energy and aerospace industries. ·Established quarterly production schedules in all operations of the business (sawing, forging, heat treating, inspection, machining) with constant attention to inventory, lead times, and maximization of furnace loads. .·Process monitoring of the production process to make recommendations for improvements to processes in reference to QRM and Lean strategies.·Led a Kaizen event in the machine shop that developed efficiencies and eliminated waste in the process. Introduced cellular style machining to machine shop.·Interviewed job applicants to satisfy job vacancies ·Coached direct reports and developed tactical methods for self-improvement.Accomplishments: Yielded over $200,000 in annualized cost-savings resulting from headcount reduction. Developed standardized work instructions for all areas of the forging operation that achieved 92% first pass yield and $152K annual savings.

·Supervised up to 35 employees in daily automobile manufacturing and 3PL logistics operations.·Effective use of JIT (Just in Time) and sequenced parts production in daily operation in order to maintain inventory control.·Maintained production cost schedules and quality requirements through use of production pull system.·Performed evaluations and coaching to employees regarding job performance, and methods of performing job tasks.·Ensured production resources including materials, equipment, and manpower were available to maintain production schedules.Accomplishments: On Continuous Improvement team that developed a Production Pull system that effectively reduced in plant inventory by use of Just In Time (JIT) delivery. Continuously improved material flow by redesigning plant layout/delivery routes.