Bryan Fair Email & Phone Number

United States

United States

Cary, Illinois, United States

• Developed and led a high performing team by setting clear expectations, being consistent and transparent, holding the team accountable, and removing roadblocks to promote their success. 2023 Q12 Score: 4.81 • Program Managed ME Safety Days: 74 observations (59 low risk, 8 med risk, 7 high risk, 0 very high)• Identified a bottleneck and stood up a validation priorities and accountability process to decrease approval turnaround time• Built and Defined the ME Career Ladder as result of the Voice of the Employee• Directly supported the DTAP of Primafit from the AO team to the ME team

Cary, Illinois, United States

• Led the Cary PMO and managed 4 engineering direct reports • Developed a manufacturing loss program, systematically tied to the PMO that delivered a 1.8% result vs a goal of 1.95%o Implemented a scrap reaction plan in CB/Pharma, systemically tied to MDI for sustainment, 10% reduction in process scrap in CB/Pharma• Led CR Program: $7.2M (3.3% COGS) in savings, $4.6M pipeline projected for 2022 - recognized by PMO leadership for best program in Medical, 4.8% cost roll• Implemented ME Safety Days: 133 observations: 3 Very High Risk, 11 High Risk (all high-risk items were mitigated to low/negligible or eliminated)

Crystal Lake, Illinois, United States

• Led Cary GQO PMO- Supported transitioning PM platform from SHERPA to MSPO• Built the 20 in 20 CR Program. Exceeded budget by 350k ($1.8M vs $1.45M)• Trained Oral Care leadership on VSM’s and generated the OC VSM, led to opportunity to increase FF line speeds and Project Caterpillar was born. 600K in savings across all FF’s to speed up the cycles and balance the lines• Micro risk reduction program management

Crystal Lake

• Created the annual cost reduction budget with a 5.5% target of COP which came out to be $4-5 Million annually spread across the various buckets of Labor, VOH, FOH, Material, and PPVo Met and exceeded the budget each year• Led bi-weekly project review meetings to ensure projects were on task and delivering the forecasted results• Developed kaizen leader training to increase the bandwidth of deployment resources based on the DMAIC model• Introduced the LRTS (Lean Roadmap to Success) assessment and began the transformation journey of a systems tied approach in relation to VOP, VOC, VOE, and VOB• Led the charge to incorporate OEE as the true north KPI and cascaded goals across the various departments to support a one team one fight mentality• Managed labor reduction project for highest volume line resulting in $1.5M annualized savings• Implemented a closed loop Continuous Improvement suggestion program• Investigated and counter measured Material Usage variances, Labor Variances, inventory losses and other cost deviations across the site• Interim DC manager for 6 months while the role was left unfilled and helped close a 60,000+ case backlog that resulted from a transition to SAP• Facilitated site wide instructor led RCA training

Crystal Lake

• Assume duties of Opex Manager in the interim, including leading weekly corporate calls, cost reduction project management to achieve a cost down goal of 5.5% of COP, drive CI culture, calculated monthly cost savings, set the CR budget for FY’19, building the 3 year project hopper• Facilitate A3 DMAIC problem solving training for the site• Compose Value Stream Maps for top producing manufacturing families with ADP’s• Mentor and develop Lean Sigma Green Belt candidates• Implemented line side metrics that included: hour by hour output tracking vs standard, cavitation percentage, cycle time status, scrap monitoring, and downtime tracking.• Defined a scrap and downtime escalation process • Led cost savings projects: Pelletized to liquid colorant- $500K SSIV additive removal- $50K, Line 6 labor reduction- $200K• Implemented “7S” program for the entire syringe focus factory• Executed Flawless Execution/ Mistake Proofing events to eliminate quality, machine, and scrap related mistakes within the manufacturing lines with a focus on control level Poke Yoke solutions.• Established downtime and scrap tracking for the syringe focus factory, decreased scrap rate from 19% to 5% in two years• Generated a work in process inventory control to support in-line production decreasing quality related scrap by 28%• Completed Cell Operating System academy (autonomous continuous improvement program)- Site leader

Established downtime and scrap tracking; implemented line side metrics; led cost savings projects; implemented 5s program; executed Flawless Execution/ Mistake Proofing events to eliminate quality, machine, and scrap related mistakes within the manufacturing lines with a focus on control level Poke Yoke solutions; composed value stream maps; mentored and developed green belt candidates.

Established and oversaw 2 12 hour night crews with 35 direct and 10 indirect reports in new syringe focus factory within a Controlled Manufacturing Environment; balanced the Tip Tumbling operation and set rates to ensure available inventory for product assembly across the entire syringe focus factory and achieved no shortages after completion; set up and standardized a rework area with demonstrated control and product flow to ensure accuracy and avoid any product mix-ups; coached and developed new team leaders, operators, quality associates, and maintenance staff; performed root cause analysis to identify reasons for non-conformances and created standard work to eliminate future issues

Implemented an approved cutting device for the facility with no lacerations or first aids reported since implementation; revised the waste reduction plan to incorporate all of the site’s waste streams to better understand opportunities for reduction as well as established a baseline for improved data analysis; led the transition of the hazard communication program over to the Global Harmonized System and was responsible for MSDS/SDS management activities; built an environmental culture by leading a Green Team, coordinating an environmental roadshow for the entire facility of over 350 employees, training all the staff level managers on environmental metric reporting, coordinating an employee engagement activity, implementing a paper recycling program with built in ownership of an individual’s waste that was generated, and coordinating a project to install hand dryers into the main restrooms; re-vised and re-gained traction on the spill response team by updating site maps, spill cabinets, and expanding the team members by performing cross-departmental training.

Led a quick changeover event that decreased changeover time from 59 min to 0 min; led a cross-functional team and completed a project resulting in single piece flow, labor reduction from 2.5 operators to 1, increased overall equipment effectiveness, and recorded an annual cost savings of $100,000; led a lean event that resolved the issue of equipment availability and decreased inspection cycle time from 180 min to 25 min; maintained employee attendance and disciplinary records, approved daily time cards and vacations, wrote and delivered annual reviews as well as progressive corrective action.

Coordinated production department training for various regulatory and compliance procedures, performed 7S and supervisor walkthroughs, inspected/packaged medical products.