Kevin Brumbaugh Email & Phone Number

Interim manufacturing business leader with three eight-figure financial turnarounds driving operational excellence through safety, strong on the floor presence, customer focus, communications, and technology. SUMMARY• Profit and Loss Experience• Six successful business turn arounds• Lean and Six Sigma Champion• Safety transformations• Multi-site Plant Management

Lancaster, Pa, Us

Boutique custom wood wall and ceilings solutions• Transformed safety culture: 1.29 OSHA RIR to 0.00• 8 figure financial business turnaround, became consistently profitable• Drove service levels from 62.5% to 95% on time shipments• Reduced customer claims from 8.1% to 4.7% of sales (1% net of legacy claims)

Lancaster, Pa, Us

• Implemented Toyota Team Leader concept into model production areas • 8 Step Problem Solving/A3 coach/instructor• Strategic capital and critical spare asset planning• Championed quality improvements across multiple plants• Transferred manufacturing from Europe to the US to serve South America

Lancaster, Pa, Us

• ARMSTRONG WORLD INDUSTRIES 2013 – PresentMulti-billion dollar global leader in designing and manufacturing building productsAHF PRODUCTS / ARMSTRONG FLOORING INC, spin off of Armstrong World Industries 2016 - 2019 Plant Manager-Somerset, KY and Oneida, TN PlantsLeadership of the largest engineered wood flooring plant in the USA plus a specialty flooring and floor care products manufacturing plant. • Lowered RIR from 1.01 to 0.34%• Led the Engineered business from a $22 million loss to break even, despite losing 40% of volume, in three years• Worked across all departments to improve customer service rates from 79% to 98% • Reduced working capital by 38%• Developed world class MDI process for continuous productivity improvement. Established Somerset as the benchmark for both AHF and AFI• Facilitated new product innovation. Partner to Product Management as well as proactive development of new process capabilities internal to the plant. Created AHF Product Showroom to attract Sales and Customer engagements on site• Trusted by Company President to continue driving Engineered profitability post acquisition

Lancaster, Pa, Us

Engineering, maintenance, facilities and capital management responsibilities with the premier manufacturer of mineral wool for ceiling tile and insulation applications. Part of a multi-billion dollar global leader in the design and manufacture of building products. Co-led, along with the Production Manager, turning around and stabilizing the plant.• Managed 125 capital projects with a spend of $10 M in three years.• Re-engineered complex equipment improving reliability and reducing unit cost by 47% in a major direct cost process.• Expanded maintenance capabilities and reduced plant downtime while consistently meeting or beating budget, unprecedented in plant history.

Cary, North Carolina, Us

Multi-plant Engineering, Facilities, Maintenance and Lean leadership responsibilities for a Fortune Brands Home and Security business.• Transferred production processes and equipment from a plant being closed allowing a net $3M/year savings• Re-launched Lean/Continuous Improvement through Toyota Kata implementation cutting WIP 50+%• Reduced equipment downtime by 25% through enhanced PMs and scheduling

Marietta, Ohio, Us

Commenced turn-around for a struggling equipment manufacturer by implementing Lean and S&OP• Achieved new record levels of monthly sales revenues and income• Reduced inventory levels by over $3 Million in one year for a $24 Million/year business• Introduced 3D CAD to improve machine design speed and quality, reducing assembly and quality issues

Mount Holly, Nc, Us

Contract electronic manufacturing/assembly operations.• Drove stagnant company to 16% growth year over year• Broke all records for unit and revenue output in the third month with the company• Reduced materials costs by 12% by introducing professional purchasing practices

Us

Lead all North American manufacturing operations producing precision engineered materials for transfer media (printing) applications. Launched and led the corporate Lean initiative. Implemented Sales and Operations Planning.• Reduced raw material inventory levels 26% due to implementation of the S&OP process• Achieved $1.5 million in scrap and labor savings through Lean/Kaizan events• Decreased unit costs 11% in one year• Improved on time delivery by over 16%• Reduced OSHA recordables 73% by giving safety priority and attention

Chandler, Arizona, Us

Leader for all North American operations including six profit/loss manufacturing plants plus Corporate Supply Chain Management, Process Engineering, Project Engineering, Six Sigma, EH&S, Lean and Quality Assurance and 1400+ employees with $450 million sales. Drove Six Sigma and Lean initiatives. International operations strategy responsibility.• Evaluated operational capability of seven plants world-wide for a successful $425 M acquisition• Created 33% additional capacity without capital investment to support strong market demand• Generated $20M in synergy through identification/implementation of manufacturing best practices• Led global best practices assessments in North America, Europe and Asia• Created Lean Manufacturing function with 50+% cycle time reduction in targeted areas

Chandler, Arizona, Us

Transformed Rogers Microwave Materials Division from a small specialty manufacturer to a high volume commercial manufacturer of microwave electronic materials. Managed factories in Chandler, AZ and Rogers, CT as well as a plant expansion with new facilities in Chandler, AZ and Belgium.

Turned around Nelco's largest division. Held complete profit/loss responsibility. Acting Director of Sales. Tripled sales and grew profits 10X despite declining industry pricing. Attained first ISO certification and installed the first ERP systerm. Managed 525 employees.