Bruce A. Wesner, Mba, Crl Email & Phone Number

N. Venice, FL, US

Bruce leads a team of six to drive Operational Reliability for PGT Innovations in terms of Environmental Health and Safety, Quality and Technology. The focus will be to drive industry leading sustainable and reliable window and door manufacturing processes across the Southeast Business Unit and is committed to manufacturing our products in a manner that is.

N. Venice, FL, US

N. Venice, FL, US

Responsible for Quality, Manufacturing Engineering, Automation/Controls, Tool Room, Facilities, EH&S and Sustaining Engineering groups in all Venice locations and extended services to Florida PGTI sites. In this new role, I will also be a resource for best practice sharing regarding Operational Reliability and technology knowledge transfer to our PGTI.

N. Venice, FL, US

Responsible for Quality, Manufacturing Engineering, Automation/Electrical Controls, Tool Room, Facilities and Maintenance/Reliability groups in all Venice locations. In this new role, I will also be a resource for best practice sharing regarding Operational Reliability and technology knowledge transfer to our PGTI locations CGI and Windoor.

N. Venice, FL, US

Charleston, SC, US

• ($98MM Consulting Engineering Supplier providing services world-wide focusing on Reliability Maintenance and Business Transformation Services). Recognized leader providing consulting / coaching services with.
• Account management responsibility for multiple clients / organizations around the world and are driven to lead their industries and continuously improve using leading-edge business transformation practices.
• Staff Leader for eight members of the LCE Consulting Team driving Performance Management direction and coaching.
• Developed a Process Sustainability Model for long-term project/client success.
• Engaged in integrating LEAN concepts into offering beyond LCE’s current Reliability Excellence offering.
• Leader of ‘Facilities Practice” for LCE.

Charleston, SC, US

1750 Indian Wood Circle, Maumee, Ohio 43537, US

• ($270MM Residential division of $450MM+Therma-Tru Corporation. A holding of $6BB Fortune Brands Inc. specializing in the manufacture of industry leading fiberglass entry door systems). Directly responsible for fifteen.
• Engaged to turn-around facility performance. Reduced labor and drove performance improvement by 44% on pre-hang lines.
• Improved Safety environment by driving key OSHA findings and pushing facility to address other basic safety needs.
• Performed Kaizen events on Assembly lines to lower labor input by 50%, space utilization 40% reduction and productivity improvement of 102%.
• Established OEE metrics system plant wide to measure performance and overall plant effectiveness driving 12% improvement YTD.
• Initiated 44K ft2 new plant startup to produce new product. Completed business plan and capital equipment project to purchase new technology to triple yield by shift.

• ($48 million division of Western Industries, Inc. producing fabrications and metal finished products for OEM manufacturers) Responsible for 18 salaried employees and 185 hourly employees covering three shifts in a.
• Initiated press set-up process and P.M. System to improve safety, efficiencies, and product quality.
• Improved plant effectiveness and productivity by 28% by establishing visual metrics and driving accountability within the organization. Engaged teams (Press, Weld and Grind) to focus on utilization of direct labor.
• Initiated corrective action plan to improve delivery performance to John Deere resulting in delivery improvement from 300,000 PPM late to less than 4,500 PPM.
• Implemented a Pre-Production Development Process (PPD) to assure new product being introduced to the shop was manufacturable and tooling was reliable.

• ($55 million manufacturer of off-road fun karts and mini bikes) Managed two facilities, six salaried managers and 160 direct and indirect non-union laborers. Responsible for all budgeting and P&L within the.
• Reduced assembly labor by 47% through effort of Improvement Teams that focused on line balance and clear operator expectations (bilingual).
• Established subassembly processes to improve process flow.
• Improved master scheduling of product to support departmental execution yielding frozen three-day window to stabilize shop floor and improve performance. Established 60-day firm window for procurement of material.
• Reduced absenteeism by 66% through constant communication and utilization of existing policy.
• Initiated Product Simplification Process to eliminate low volume product and standardized product lines to improve company performance.

• ($43 million manufacturer of close tolerance, standard and custom industrial automation components). Management span-of-control over two facilities operating on multiple shifts, ten salaried employees and 126 hourly.
• Exceeded customer expectations with 98.5% on-time delivery performance while increasing orders from 5,500 to 6,500 units per month.
• Lead negotiator during labor negotiations with UAW reducing labor classifications by 53% and achieving greater flexibility within operations.
• Developed and implemented a skill based Employee Development Process that included 160+ training modules to teach skills required to perform essential classification expectations.
• Initiated “pay for skills” and variable incentive systems.
• Implemented integrated manufacturing system (JD Edwards).

• ($22 million manufacturer of metal fabrications for OEM manufacturers). Responsible for 11 salaried employees and 150 hourly non-union employees covering three shifts. Factory Manager – General Fabrications
• Drove turn-around of Business Unit to maintain customer base through performance improvement in Quality and On-Time Delivery with Caterpillar, Inc.
• Led OE development of company to support Customer Service focus and employee development.
• Improved quality 49%, productivity and efficiency performance by 16%, sales 25% per equivalent employee, and margins by 38%.
• Developed company-wide performance objectives and appraisal system.
• Completed new product introductions with John Deere Commercial and Ag Divisions as part of Cross Functional/Trans-Company Design Team focusing on New Product Face and DFM.

US

• ($64 million manufacturer of HVAC Industrial and Commercial Air Handlers, Terminals and Dampers).Business Unit Manager Air Terminal-Dampers/Product Planning Manager/Business Unit Manager Air Handlers
• Responsible for 21 salaried employees and 295 hourly union employees (Sheetmetal Workers).
• Initiated Air Handler Business Unit Tactical Plan to improve safety, quality, productivity, and cost.
• Improved productivity 27% during first 10 months of employment.
• Improved delivery performance from 16-week backlog to two weeks in both air handler departments.
• Drove manufacturing based cost reduction process resulting in $1.7 million annual savings.

Miamisburg, Ohio, US

• (Industry leading bicycle manufacturer)Weld Operations Manager/Senior Manufacturing Engineer/Manufacturing Engineer
• Responsible for eight managers and 315 hourly union employees within the welding unit (United Steelworkers). Drove Organizational Engineering focus on changing culture from an incentive based environment to empowerment.
• Leader of Welding Operations producing 17,500 to 22,500 bicycle frames, forks and handlebars per day to support assembly operations.
• Developed performance budgets for Business Unit driven down to a cell basis.
• Drove improvement of productivity levels in cells yielding 16% overall annual improvement.
• Achieved annual cell based and outgoing quality PPM improvement of 46%.

Mba, Management

As / Bs, Industrial Design / Industrial Technology