Brian Eberhard Email & Phone Number

Muscatine, Ia, Us

Managing an annual material spend of 50M+Managing a team of 6 salaried and 14 indirect production membersLeading and implementing a quarterly supplier forecast modelLeading a team managing multiple high volume product launches

Muscatine, Ia, Us

Leading a first and second shift team of 95 members to produce wood case goods.Built, trained, and mentored a team of five team leaders to create a self-sustained team.Drive to reach daily SQDC metrics.Implemented visual management and WIP pull systems.Built MDI process for each factory section.Integral part of $15 million cap ex transformation.Led four different week long kaizen events saving $250k annually.

Muscatine, Ia, Us

Implemented lean cost savings of over $350k annually.Drove standard work processes to ease factory level constraints.Led seven different week long kaizen events.

Southeastern Mills is the third-largest privately held milling company in the United States, and serves the largest grocers, restaurants, and food manufacturers across North America. SEM is a leading provider of customized texture and flavor solutions including batters, breadings, seasonings, soups, sauces, food bases, and baking mixes.– Implement sales initiatives in support of customer requirements and internal capabilities. Work closely with sales managers to design solutions that drive sales. A recent packaging project improved revenues with Koch Foods.– Manage nine vendor relationships across all packaging categories; this includes corrugate, film, glass, and bags.– Manage roll outs of new retail packaging. Helped design a new safety seal for Better Than Bouillon, creating cost savings, manufacturing efficiencies, and higher shelf appeal.– Recently persuaded procurement managers at Cracker Barrel to switch to a pre-printed box instead of a label; this improved the packaging and eliminated a step in our supply chain.– Design and support specifications of packaging items by collaborating with sales, marketing, procurement, and manufacturing.– Lead projects regarding packaging for new CapEx equipment installation.– Lead cost savings initiatives averaging more than $100K annually through scrap reduction, packaging redesign, and equipment efficiencies.

– Led a team of 17 production associates; analyzed the production of more than one million pounds of flour each day for variance, scrap, and production efficiencies.– Reviewed financials of inventory and scrap to align to annual operating plan (AOP) and discover process variances.– Led plant tours for customers, prospects, new employees, and other visitors.– Designed and facilitated new inventory management practices using Lean manufacturing.– Led monthly root cause analysis teams; one project reduced products-on-hold by more than 50%.– Received personal mentoring from two board members at Southeastern Mills. Much of the mentoring centered around financial planning and analysis (FP&A).

– Provided support to various functions of the business including sales, manufacturing, HR, and pricing.– Business analysis: Completed the design work of a sales viewing tool (called QlikView at the time). Downloaded, analyzed, and prepared weekly management reports – particularly sales reports.– Healthcare renewal: Provided recommendations to shareholders based on extensive analysis.– Crumb reclaim: Designed reclaim system for crumb tower to improve manufacturing yields.– Pricing analysis: Used costing and pricing models to provide pricing for processor business. Partnered with Definity to provide an automated pricing spreadsheet.– Business Process Improvement (BPI): Completed Definity BPI training and gained understanding of Lean manufacturing principals. Co-designed new pre-scale layout utilizing BPI and Lean principals.

– Audited supporting operations, quality assurance, and accounting to ensure accurate inventory levels.

St. Louis, Mo, Us

– Managed a team of 14 employees as QA Process Manager.– Performed Total Productive Maintenance (TPM) program. Reviewed and explained equipment control charts to operations managers to identify potential equipment failures before the machinery produced defects.– Evaluated production quality and ensured all employees were completing scheduled checks, and advised additional analyses during defect detection, isolation, and root cause analysis.– Partnered with Operations and Brewing departments to improve quality by reducing variation using cross-functional teams to improve processes.– Supported brewing and operations processes. Developed tools to identify and track critical control areas in the production process to ensure quality.