Brent Floyd Email & Phone Number

Reston, Virginia, Us

• Provides overall planning and management of company objectives and performance through leadership and oversight of the site’s continuous improvement systems. • Manages process optimization and continuous improvement through data-driven problem solving, leads cross-functional organizational initiatives and internal improvement projects to successful completion, and supports the General Manager on strategic planning and the quest for operational excellence. • Determined the development and strategic implementation for Continuous Improvement at the Marion site.• Implemented an aligned, standardized Daily Management System for use in driving Production performance.• Created simple data flows in Power BI and SharePoint to push information to key leaders.• Provided in-depth statistical analysis as a resource for R&D, Quality, Product Engineering, Process Engineering, Quality Engineering, and Production Management• Chairman of the site Lean Steering Committee - governing body to determine priority of improvement activities.

Reston, Virginia, Us

Focus on:-Securing water sourcing & acquisition rights-Developing food sources & storage- Energy production- Security- Create planning documents- Facilitate project work through trusted, discreet subcontractors as requested

St Louis, Missouri, Us

• Managed a $450K operating budget and managed two Directors of Continuous Improvement with dotted line direction of eight Continuous Improvement practitioners throughout the region.• Determined the development and strategic implementation for Continuous Improvement in the Southern Illinois region, including two mid-sized hospitals and a Medical Group consisting of 48 physician practices.• Built and implemented a statistical predictive model for 30-day (penalty) COPD readmissions based on patient demographics, vital signs, lab values, and socio-economic factors. • Reduced COPD readmission rate 70%, best in the system, and one of the top five in the state.• Used predictive tools and calculated probabilities for the patient readmission to the hospital within 30 days. Identified at-risk patients before they were discharged. • Improved Saint Mary’s Hospital from a 2-star CMS hospital rating to a 5-star rating.• Improved Good Samaritan Hospital from a 2-star CMS hospital rating to a 4-star rating.

• Contributed to cost avoidance potential of $1M+ in 2015 by analyzing data and creating a predictive model for anticipating future failure of mixing/processing equipment by tracking a key process output variable.• Decreased number of downtime incidents 99% and scrap 100%, increased line speeds 50-100 ft/min per product by pioneering world’s first ink marking application to alleviate quality and production issues as well as eliminate maintenance burdens. • Increased runtime per roll by 17.5 minutes, reduced the number of additional splices by 37%, and saved $54K while working with supplier to increase diameter of film rolls received to reduce scrap. • Decreased raw material rejections from approximately 50% to 1.2% netting an internal increase of 36% uptime and 19% decrease in waste by coaching supplier on how to minimize variation in a critical raw material. • Optimized process and equipment to decrease batch time 52% with no adverse impact on field performance. • Devised an average of 23 trials per year with R&D and plant personnel, executing trials to ensure accurate implementation and reporting.• Conducted compliance audits of production tests, process specs, and plant change notices (PCN).

Atlanta, Ga, Us

• Responsible for the conception, design, implementation, and management of capital and process improvement projects to meet/exceed key plant metrics, including Safety, OEE, DLE, DPMO, and Schedule Attainment. • Realized $1MM+ in raw materials savings by implementing a Design of Experiments reducing paint thickness by 3.4 mils.• Saved $178K and reduced scrap cost per unit 52% by initiating a Six Sigma project.• Returned $125K by initiating a process change for a raw material to reduce wire diameter by 0.001”.• Achieved $39K in savings by identifying a better tooling opportunity that increased drill bit life.• Saved $30K per year by designing a sub-process to neutralize caustic waste created by manufacturing process.• Effected $28K in savings by conceiving, designing, and installing a system to reclaim waste lubricant. • Recaptured $24K in saw blades and machine repair cost/yr by developing a proactive electrical indicator identifying proper time for saw blade replacement.• Improved Operating Equipment Efficiency 11.5% by developing a brand-new specification limit for residue on raw material.• Led a Safety Improvement team; achieved zero lost time accidents and decreased ergonomics claims by 35%.• Increased labor efficiency 10% by reorganizing process layouts, eliminating extra material handling, and reducing the labor necessary to produce items. Responsible for the conception, design, implementation, and management of capital and process improvement projects to meet/exceed key plant metrics, including Safety, OEE, DLE, DPMO, and Schedule Attainment.

• Saved $1.2M and increased PTM efficiency 3% while heading an LSS BB Project.• Achieved 6% reduction in energy usage while maintaining current throughput and quality by leading a Lean Six Sigma project to improve batching and furnace operations. • Managed six union subordinates in implementation and operation of the documented quality program, including interpreting SPC collection, maintaining gages/calibrations/R&Rs, and monitoring supplier quality.• Managed the Lean Six Sigma program at the facility including selection of projects and mentoring Green Belts• Maintained and improved customer relationships though effective root cause analysis and corrective actions for customers: Anheuser-Busch, SAB Miller, Coors, and others.• Evaluated efficacy of supplier Corrective Actions. • Managed inventories of finished goods, determining which material would be placed on hold or released. • Identified rework opportunities and determined what production was acceptable to be shipped to customers.• Coordinated objectives with the production procedures to maximize product reliability and minimize costs. Ensured continuous production of products consistent with established standards.• Provided training of associates to ensure continuous control over materials, facilities, and products, including training on operation critical measurement devices. • Collaborated with customer manufacturing and quality teams to optimize process and manage inventory. • Led the quality team and directed other departments during internal, external, and customer required audits including ISO 9000:2001, Anheuser-Busch, SAB Miller, Coors, and other internal audits.

Master Of Business Administration - Mba

Bachelor Of Science (B.S.), Electrical Engineering