Keith G Brown Email & Phone Number

Chapel Hill, NC, US

North Carolina, US

Singularly focused on thermoforming and the many industries it serves, we work with amazingly talented people with strengths in thin gauge and heavy gauge processing... and with great organizations seeking that talent.With 20 years as a manufacturing professional, beginning as a Scientist, working up through the technical ranks as Process Engineer and into.

Marcy-l'Étoile, Auvergne-Rhône-Alpes, FR

• Overall responsibility for production and packaging in an FDA regulated facility producing biomedical devices. $200M in annual revenue; 175-person team; reported to Site Director.
• Best-ever safety results in 2013: eight months accident free with low overall incident rate for the full year.
• 50% reduction in controllable nonconformances in 2013 through the use of recognition programs, higher accountabilities, and the development of an independent documentation audit team.
• Delivered record annual production output in 2013 through maximizing scheduling and improved focus from maintenance and engineering teams.

Dublin, County Dublin, IE

• Site Director for the Perrigo Florida facility. Overall responsibility for FDA registered facility producing medical foods (21 CFR 110, SQF/HACCP), Over The Counter (OTC) drugs (21 CFR 210/211) and cosmetic products.
• Delivered safety incident reduction of more than 50% year on year.
• Oversaw fundamental change in quality compliance for facility. $6M of capital investments implemented addressing and improving overall quality. First-ever NAI status achieved in 2011 from the annual FDA audit.
• Safe Quality Food (SQF) Level 2 certification achieved in 2010.
• Managed exit of loss leading cosmetic business which improved overall profitability by $1M annually.
• Chartered and championed Lean Sigma effort for site. Six Green Belts certified in 2011 delivering $200K in savings and cost avoidance annually.

Irving, TX, US

• Developed and implemented $7M labor strategic program and cross-functional organization change. Led 12-person steering team and four 5-person cross-functional teams. Reported to Plant Manager.
• Cut $250K in annual costs by spearheading consolidation of leadership team functions and reduction from 8 leaders to 6 without substantial loss of management effectiveness.
• Implemented kanban system on complicated plant-wide waste reclaim system resulting in consuming additional 500,000 pounds of monthly waste delivering $125K of ongoing monthly savings.
• Created, and implemented organization change through four teams: 3rd party integration onto manufacturing floor, production associate position accountabilities, maintenance, reorganization, and selection process.
• Established leadership-staff forums and one-on-one communication on manufacturing floor to address faltering morale after reorganization.

Irving, TX, US

• Managed operations as key member of leadership team for 24/7 ISO9001 plant producing base materials and finished consumer goods. Accountable for productivity, quality, safety, logistics, asset management, HR, and.
• Generated 57% of facility savings through cost containment initiatives for 2006: $2.3M vs. $1.5M target.
• Enhanced safety and efficiency by spearheading acquisition and deployment of $3M capital improvement.
• In collaboration with a key customer, developed and implemented plan to create new material which required $7M in capital equipment upgrades. New material and product implementation was deemed critical success by.
• Achieved 3 consecutive years 100% accident free.
• Delivered best ever asset performance: 3.4% in first pass yield, 8.5% in final yield, and ranging from 3.8% to 7.1% reduction on key cost grades.

Irving, TX, US

• Oversaw all operations of a 24/7 ISO9001 plant engaged in manufacturing Class 1 and Class 2 patient care medical devices. $18M annual budget accountability. Led 200-person team; reported to Site Director.
• Developed and implemented two $2M, first-of-a-kind, automated machines, including validation, change management, and HR staffing which enhanced facility competitiveness and improved business portfolio.
• Maximized profitability by managing seven product line P&L statements, including process improvements, cooperation with marketing, and risk management.
• Achieved successful FDA audit of the processes and products.

Irving, TX, US

• Managed all converting operations producing Class 1 medical devices. 24/7 operation. $6M annual budget. Led 42-person team; reported to the Plant Manager.
• Facilitated 50% capacity growth in less than three months by transitioning to 24/7 operations to meet demand. Created new hiring process and hired 19 Production Associates.
• Spurred additional 30% capacity increase by identifying process bottlenecks, developing a project plan, and utilizing mill resources to execute the process change.

Irving, TX, US

• Cultivated relationships with primary internal clients. Monitored materials converting performance. Led corrective action efforts between supplier and consuming mills. Reported to Plant Manager.
• Decreased nonwoven material convertibility problems by 50% through development of scope contract with customer and creation of common language for defects and material issues.
• Developed innovative program for tackling difficult material converting issues by partnering with customer process leaders and driving new measuring techniques on customer assets.

Irving, TX, US

• Led mill’s process projects and provided guidance, training, and mentoring to new Process Engineers. Reported to Technical Team Manager.
• Utilized staff resources to stay current on new technology developments.
• Reviewed operations to identify areas for possible technology and process enhancements.