Bryant Bailey Email & Phone Number

Akron, Oh, Us

• Scheduling and Managing inventory levels throughout the end-to-end process for maximize production with minimize cost throughout the facility.• Manufacturing planning and inventory control management for a 2.2+ million Sq. Ft. facility with approximately 3,000 associates.• Managing a 4-crew 12-person operation on a 24-hour, 7-day operation.• Applied lean principles to improve workflow, quality and reduce waste while managing inventory levels throughout the process to maximize production and minimize cost with 3k associates in a 2.2Msqft facility.• Minimized resource and time losses by addressing employee or production issue directly and implementing timely solutions.

Farmington Hills, Michigan, Us

• Integrated financial and operation plans with strategic objectives to deliver improved operational and financial results to eliminate a 4 year $2M/year inventory loss issue.• Managed staff tasked with manufacturing planning, capacity management, inventory management, packaging engineering and demand planning for 6 internal plants in US and Mexico.• Drove key performance indicators and continuous 5S methodology improvements throughout the logistics processes for reduced inventory levels and improved supply chain visibility. • Established inventory targets, stock level, and risk mitigation targets and managed flexibility strategy to optimize inventory and capacity.

• Led the direction and planning for plant with focus on optimization of daily functions, reducing operational risks while organizing data to forecast performance trends, exceeding customer expectations, and achieving KPIs.• Reduced costs by eliminating materials waste and unnecessary labor hours through optimized processes to maximize efficiency.• Led change management initiatives and designed functional area infrastructure to support demand planning and supply strategy.• Identified and implemented viable strategic strategies for continuous improvement, including a redesigned operational workflow process to maximize efficiency.• Promoted collaborative work environment to motivate and engage staff to achieve company objectives while providing direction and leadership to all levels of employees and managers.• Created plant policies and procedures for safe and productive operations that maximized plant safety through proactive strategies and well-structured training.

Zeledyne is a "carve out" company created from the former glass division of Ford Motor Company. A privately held glass company with a revenue of $400M+ with 3 U.S. plants and 1 Mexican plant.• Oversaw demand planning, inventory, purchasing, logistics, materials management, and customer service duties.• Established inventory targets, stock level, and risk mitigation targets with flexibility strategy to optimize inventory while managing a budget of $350M.• Achieved a 4% cost reduction through a streamlined inventory management process to reduce supply chain costs and improve efficiency with supply vendors.• Integrated financial and operation plans with strategic objectives to deliver improved operational and financial results to boost customer satisfaction, profitability, and working capital.• Increased global supply chain efficiency and development by implementing new ERP/WMS system to cross-functional teams and enabling supplier integration and management technology tools, upgrades.• Established a hedging strategy that reduced costs of natural gas by 15%. • Managed on site the tornado crisis (2010) to resume all activity within 4 days with no lost revenue, with 1/3 of a 500,000 sq. ft. facility was destroyed.

Plymouth, Mi, Us

Carlite is the aftermarket glass business for Ford Motor Company responsible for servicing the 5000 Ford Motor Company dealers and providing glass to the greater wholesale glass market. Supervised the North American sales team, customer service group, materials management group, pricing and business development group. Also responsible for the operations of a 500,000 square foot distribution center, with $24 million of inventory and an employee population of 50 people. Accountable for all support functions, purchasing and logistics, with over $100 million of revenue. Reduced operational costs and streamlined operations to increase the PBT from $5 million in 2004 and 2005, to $15.2 million in 2007.

Full responsibility for P&L. Managed the operations of a glass fabrication plant with an employee population of over 500 people and 300,000 square feet, with three different manufacturing processes that operated on three shifts. Accountable for all cost, quality and safety, and business metrics. Increased profits from $2 million in 2002 to $12 million in 2004 by implementing manufacturing disciplines (TPM, OEE, FTT), scrap reductions, right sized the employee population and inventory control. Bryant D. BaileyPage 2As a result of having zero defects in 2004, the plant received the Gold Award from Ford's Lincoln brand.

Responsible for all purchasing, manufacturing planning and supplier quality within the Glass Division. Reduced costs 5% annually by strategically partnering with suppliers and securing long term agreements. Total savings in the first three years were over $10 million on a basis of $80 million. Responsible for managing a $35 million transportation budget for the Division.

Dearborn, Michigan, Us

The Exterior Division of Ford was comprised of plants that produced lighting, bumpers, windshield wiper/washer systems. Responsible for all inventory management, customer support and supplier management. Material managers in the plants located; Mexico and The United States had a dotted line reporting relationship to me. Had an integral role as the lead for materials management on a due diligence team that was dedicated to purchasing a facility in Poland.

Dearborn, Michigan, Us

Part of a five person development team assigned to build a new plant in Sao Paulo. Imported and installed the equipment, established processes to supply Ford's new product in Brazil and hired the entire team for purchasing/supplier quality/customs and material procurement. The focused goal of the team was to source the imported parts with Brazilian suppliers. Successfully sourced over 75% of the value before the end of the assignment. In addition, I assisted with the establishment of a robust process for importing, which avoided many of the complications that companies face with trying to import in to Brazil. This process streamlined the equipment import process which supported the project timing.

Dearborn, Michigan, Us