Bryan Cantrell Email & Phone Number

Oldsmar, Florida, Us

Manager of all operations for a $66 million medical device facility.Plant Manufacturing ManagerMicroLumen, Oldsmar, FL, January 2018 – PresentManager of all operational manufacturing of medical tubing for a plant of over $65,000,000 in revenue, 200 employees with six direct reports over three shifts seven days a week.• In response to a 45% one-year increase in sales (from $39,000,000 to $65,000,000), implemented lean principles to successfully facilitate the growth of plant capacity.• Reduced workforce by 20% while increasing revenue by 34% in 2 years. • Lowered FTE by 12.5%.• Increased Up Time on equipment by 35%.• Dramatically improved work flow by creating more efficient work sales.• Lowered raw material inventories that increased inventory turns by 25%.• Managed through the implementation of the company’s first ERP system covering all financial and operational processes.• Created key performances indicators to help drive continuous improvements across all operations, including increased labor efficiencies, financials, quality, and customer service satisfaction.• Helped develop and implement code of conduct and review policies applicable to all plant operational staff.

Allied Aerofoam, Tampa, FL, 2014–January 2018Manage all facets of operations and sales for a plant with $15.5 million in revenues, 110 employees and 10 direct reports. Plant fabricates polyurethane and polyethylene parts for bedding, boats, cars, packaging, furniture, and more. Utilizing Six Sigma, Lean Manufacturing, Just-In-Time (JIT) processes and implementing 5S to create a more efficient, safe, and quality minded facility. Responsible for key company-wide (four plants) initiatives (see right sidebar).• Increased net revenue from $200,000 to $650,000, to $850,000 in first two years.• Current quarter net revenue $565,000 compared to $155,000 previous year.• Highest EBITDA, highest inventory turns, most improvement in material utilization, lowest inventory levels, and best labor utilization of company’s four plants. • Streamlined and restructured processes resulting in 15% reduction in workforce with increased production.• Revamped distribution and logistics to lower driver, truck, fuel, and mileage costs.• Implemented new plant-wide safety program ensuring OSHA compliance and creating SOPs and GNPs for all equipment.

Clearwater, Fl, Us

Head of all operations for a dental furniture manufacturer, including production, supply chain, engineering, drafting and design, facilities, shipping and receiving, and systems. • Evaluated and restructured budget process to improve accuracy.• Implemented a culture of high quality through the facility and across the organization.• Managed $12.5 million budget with 50+ employees.• Strengthened recruiting, hiring, training, performance evaluation, and personalized development processes to improve workforce development.

Managed manufacturing, traffic and distribution operations of sterile recoveries of surgical equipment to ensure products are manufactured in accordance with production schedules, quality standards, cost efficiency and customer requirements.• Developed and maintained standard procedures for all operations in an 80,000 square-foot facility.• Improved customer retention by better identifying and tailoring to customer needs.• Developed and implemented continual process improvement programs (Lean Manufacturing and Six Sigma) across all plant operations.• Increased labor efficiency by > 95%, reducing headcount from 85 to 58 while increasing quality and manufacturing output.• Reduced labor turnover by > 25% through improvements in company culture and staff recognition.

Started as team manager and showed initiative and hard work resulting in steady growth in scope of responsibilities throughout a long tenure. Advancement through a series of promotions resulting in a plant-wide management position. Responsible for eight diverse plant departments. Instrumental in growing Carpenter from a $2 million to a $80 million facility.• As chemical control analyst, coordinated, managed, and scheduled over $50 million in chemicals annually.• Reduced chemical waste by > $80,000 through process improvements in key procedures.• Increased labor efficiency by > 85% and maintained a labor turnover rate of zero in the last three years.• No safety violations and no loss time injuries during entire tenure.