Doug Brady Email and Phone Number

-- Turned around a distressed distribution operation (Achieving $2.5 million in cost productivity-- Led a consolidation roll-up project that transferred 4 business units into a 330K Sq Ft Distribution Center-- Restructured the leadership team and the 3rd party labor provider to enable effective execution

Katy Industries is a diversified manufacturer and importer serving primarily the end use market of Janitorial and Sanitation Supply products. The role I played was to turn around the manufactruing execution and cost structure for key manufacturing sites through LEAN deployment, Six Sigma and Continuous Improvement processes. Direct responsibilities included 6 manufactruing facilities, 3 distribution centers and all supply chain/sourcing activities. Specific accomplishments included:-- A Major turnaround for an underperforming plant that resulted in increased year-over-year EBITDA of $6 million-- Closed, consolidated or divested 4 manufacturing facilities-- LEAN Deployment throughout the organizationEstablishing a Purchasing Council to leverage size and achieving un excess of $1 million per year in purchasing savings

$180 million diversified manufacturer and importer of products acquired in 2001 by Kohlberg & Company, LLC. Primary business segment is Continental Commercial Products - janitorial / cleaning supplies for consumer, commercial distribution, OEM and Food Service industries. COO - Continental Commercial ProductsRecruited to turnaround the manufacturing execution and cost structure through LEAN, Six Sigma, and Continuous Improvement managing 6 manufacturing facilities and 3 distribution points:Led turnaround for an underperforming plant increasing EBITDA by $6 million in 1st year.Closed, consolidated or divested 4 manufacturing facilities in the last 2 years.Launched LEAN transformation for 3 facilities, achieving a $700,000 inventory reduction in the very first Kaizen event and generating $2 million in cost reductions.Established Purchasing Council to leverage size and like products saving $1 million.Developed an effective measurement system through a strategy deployment process improving productivity by 15+%, inventory turns by 10+%, OSHA recordables by 40% and fill rates by 20%.

$750 million global coating and specialty chemical company spun off from GenCorp Inc. in 1999.

Managed manufacturing, purchasing, distribution and customer service (1000 employees) for 4 US plants (2 union, 2 non-union) and distribution from 2 wholly-owned European subsidiaries and 3 JV Asian facilities.Initiated and executed a strategic business divestiture; resulting in a $4 million profit improvement despite $8 million sales drop.Led $8 million in cost reductions annually and managed $10+ million in capital expenditures.Improved manufacturing cost productivity 7% and increased inventory turns 10+%, despite top line declines.Built Greenfield plant in Alabama producing $12 million in rubber & vinyl roofing films.Served as senior operations team member in 2 difficult and critical contract negotiations with the USW increasing employee health benefit contribution from 3% to 20%.Established "Operational Leadership Program", selecting high caliber graduates from targeted universities and challenging them with a 2-year program focused on training and rotational, cross-functional and high impact assignments.

Managed order-to-ship transactions, warehousing and distribution, and maximizing customer service as a competitive advantage for 20,000 stocked SKU's and 40,000 custom SKU's.Implemented a 3rd party logistics provider saving $750,000 in transportation and labor.Designed and implemented a comprehensive customer service metrics process that drove fill rates from 91% to 96% and improved customer responsiveness by 50+%.

Led roll-out of LEAN manufacturing techniques in 29 US lighting plants.Increased inventory turns by 25+% in 2 years focusing on lead time reduction.

$3B+ manufacturer of lighting products for retail, commercial, industrial and Auto OEM channels with 100+ manufacturing and distribution facilities on 4 continents.

Managed forecasting, inventory planning and customer service for a $400 million segment.Chosen to lead forecasting and distribution planning systems conversion for all of GE Lighting.Developed 1st Sales and Operational Planning (S&OP) process for all of GE Lighting including cross-functional integration and manufacturing, staffing and distribution requirements.Manager - European Inventory / Distribution Planning

-- Led a global team reducing ordr-to-remittance cycle time by 45 days and working capital by $34 million-- Developed S&OP process reducing direct labor by 1000 employees, saving $2 million in Hungary

Part of team that consolidated 29 distribution centers into 9 reducing inventory by $20 million.Established a centralized national customer service center handling the full Lighting product line using self-directed work teams. Conducted all System and Operational Training for 150 CSR's. Converted inventory deployment from Push to Pull system resulting in $3 million takeout. Developed a cross-dock inventory movement set-up saving $500,000 in warehouse labor.

Led a project that optimized warehouse space; and changing distribution strategy resulting in $160K savings in internal transportation

Received management award for execution of seasonal (Xmas Lights) products import program.

Managed production planning for 4 automotive lighting plants.

Established early version of MRP at 1st new GE lighting plant in 50 years.