David Broscius, Bsee, Mba Email & Phone Number

US

• Production Manager – Driving improvements in Safety, Quality, Productivity, and Cost.
• Implementing comprehensive Safety and Quality initiatives to drive improvements throughout.
• Improving On Time Delivery and profitability with Kaizen methodology.
• Directing New Program Development and New Customer Opportunities.

• Group Facilitator – Led self-directed group sessions focused on recovery from substance abuse addiction. Developed a 12-week curriculum with seminars, lesson plans, and a menu of recovery-based activities.
• Career Coach – Gave seminars and one-on-one career coaching services including résumé building, job search strategies, and interview preparation.
• Tutor – Taught students in the Business Practices Class, focusing on Microsoft Office Suite and Accounting practices. Provided all manner of help and support to the educational staff of SCI-Chester.

Providing oversight and direction for all business functions of a $25.0M division of Schindler Elevator, including Manufacturing, Quality, Engineering, R&D, Sales & Marketing.

• Successful management of a $160 million, 400 person business unit in the face of adverse market conditions. Firm discipline and oversight resulted in safeguarding the bottom line in the face of a $14 million shortfall.
• 40% reduction in the recordable incident rate and a 43% reduction in recordable incidents.
• 21% improvement in customer PPM and a 10% improvement in scrap.
• 10% improvement in On Time Delivery to customers and a 90% reduction in Past Due orders.
• + $389K variance for EBIT in the face of a $14 million shortfall to the yearly sales plan.
• $5 million (32%) inventory reduction for Raw through Finished Goods over the course of one year.

JP

• Managed the turnaround of a $200 million, 800 person operation in the face of a threefold increase in customer demand. Driving operational excellence into the operations through Kaizen events, 6 Sigma projects, and.
• Implemented a safety program that reduced recordable injuries by 40%.
• Implemented a Visual Factory initiative which employed 5S, Root Cause Analysis, and a metrics tracking revolution that resulted in a 50% increase in production output in just 6 months.
• Implemented a rigorous metrics tracking structure which includes Supervisor and Management checklists to facilitate Shift Overlap Meetings, Shift Startup Meetings, daily Scrap Reviews, and Improvement Teams to focus on.
• Developed metrics-based improvement plans for every area of the organization.
• Led Kaizen Events in Heat Treat, Race Grind, Roll Grind, and Assembly which resulted in a 60% reduction in WIP, a 65% reduction in “rework”, a 50% reduction in scrap, and transformed the operations from a “push” system.

Duluth, Georgia, US

• Provided leadership, oversight and direction for Manufacturing Engineering, Maintenance, Facilities Management, Tool & Die and Fabrication shops for a $350 million, 1.2 million square foot operation, on a 56 acre.
• Managed $20 million Capital and MRO budgets focused on upgrading process capabilities and managing ‘Focus Factory’ moves throughout the organization.
• Led Lean Manufacturing initiatives, Kaizen events, and 5S implementations.
• Reduced machine downtime by 40% and “emergency work orders” by 80% by implementing the MPulse Maintenance Management System (CMMS) while championing a Total Productive Maintenance (TPM) initiative. Successfully changed.
• Mentored and lead Manufacturing Engineers in the DMAIC approach to problem solving with respect to ongoing Lean Manufacturing and Six Sigma projects.
• Implementation of Tool Crib and MRO expense tracking: set up systems to track and monitor expenses on a weekly basis. Reduced overall Tool Crib expenses by $450,000 in 2009.

• Led and directed Materials Management, Production Planning, Product Engineering, Process Engineering, Quality Engineering, Maintenance, Warehousing and Distribution. Championed Lean Manufacturing initiatives to drive.
• Implemented HR initiatives and policies to reduce injuries by 75% and turnover by 60%.
• Implemented Quality initiatives that reduced scrap by 74%, in-process rejects by 80%, and customer returns by 95%.
• Led Kaizen Events in all key lines, which reduced WIP by 75%, improved production efficiencies by 50%, and reduced labor costs by 28%, and overtime by 90%.
• Reduced inventory variances by 80% while raising accuracies from 38% to 98% and reducing overall inventory levels (RM’s though FG’s) by 50%.

Philadelphia, PA, US

• OPERATIONS MANAGER (2002 – 2006)
• Manage 150 workers and 12 leaders in a multi-cultural, union environment.
• Develop strategic plans for departmental cost, quality and productivity goals.
• Responsible to manage divisional budget to plan with respect to Cost per Unit (CPU), Fill Rate, Warranty Percent, process improvement and capital projects.
• Compliant with ISO 9000, QS 9002 and TS 16949 Quality requirements.PROCESS ENGINEERING MANAGER (2000 – 2002)
• Managed the implementation of Lean Manufacturing techniques into the Electronics Division of Cardone Industries.

Mba, Business Administration

Bsee, Electrical Engineering

Diploma, Computer Repair

Bachelor Of Science - Bs, Electrical And Electronics Engineering

Bachelor Of Science - Bs, Electrical And Electronics Engineering

Bsee, Electrical Engineering