Steve Middlebrook Email & Phone Number

Astute Solutions specializes in business and manufacturing consultations focusing on actionable strategies and measurable results. Our business acuity focuses on supply chain risk abatement, KPI's and procurement strategies including low cost countries as well as market growth strategy and competitiveness, and corporate risk analytics.Manufacturing focuses are: employee retention, culture change, daily management systems, cascaded individual KPI's, employee-led Safety initiatives, Zero-based costing, Daily Team Maintenance, and other TPM Pillars, and Kaizen/Blitz events for focused improvement. We also perform site selection for Greenfield operations in the southeastern US.

Southfield , Michigan, Us

Plant Manager of Lear Performance Fabrics' plant in Kenansville, NC. High energy, fast paced manufacturing plant supplying the automotive industry with performance fabrics. Led the P&L turnaround of the plant after 3 years of marginal performance by engaging the plant population and corporate functions in productivity initiatives, Focused Improvement projects, Kaizen events, DMAIC analyses, and education programs on our customers' expectations and needs.Quality losses reduced 40%, Inventory losses reduced 80%, turnover improved 20%, expedited freight reduced $100k/month and multiple new product lines introduced.

Coraopolis, Pa, Us

Strategic and tactical leadership for all functions and facets of business at Fenner Dunlop's Lavonia Plant. Lavonia Plant is the only Fenner Dunlop facility in the southern US, providing technical fabric and substrate to Fenner Dunlop's US conveyor belting plants. We compete globally on a basis of product quality, delivery, and cost competitiveness.Lavonia Plant is ISO certified and follows a Lean Manufacturing strategy. We are pursuing Operational Excellence through the implementation of TPM, Six Sigma, and Workforce Engagement through a visual Daily Management Process

I am responsible for all manufacturing and business operations with the exception of sales and marketing for the business. SCFTI is a standalone business within ITG, manufacturing highly technical fabrics for the automotive airbag, protective, and industrial markets. End uses include fire fighter turnout gear, high temperature filtration applications, aerospace, military, and, nautical markets as well as automotive life saving devices. SCFTI is ISO/TS registered with UL certified laboratory testing facilities.My priorities at the facility have been:1. Develop and implement a secession plan for the retirement of 4 key leadership positions including the existing plant manager, Quality Assurance Director, and 2 of 3 critical manufacturing superintendents. (Complete)2. Implement a world class operations strategy including lean management, operator engagement, an operator-led safety process, and the TPM pillars of 5S, Daily Team Maintenance, Continuous Skills Development, Preventive Maintenance, and DMAIC projects. (In-Process)3. Implement associate retention programs to improve 30% employee turnover performance. This includes a new Training and Development Coordinator, revamped onboarding and training itineraries, updated Job Instructions written by the operator subject matter experts, robust skills and knowledge testing, and cross training objectives (In Place)4. Implement a Daily Management System with cascaded metrics from the plant level through individual shift and operator KPI's: • Workman’s compensation costs reduced from an average of $86,480/month in 2016 to $11,554/month in 2017 year-to-date.• Cost of non-conformance reduced from an average of $112,300/month in 2016 to $61,310/month in 2017 year-to-date• EBITDA for 2017 averages 18% above the Annual Operating Plan

Responsible for all manufacturing operations and facilities as described below. Additional responsibilities include the transfer of products and assets from a sister company into Duro facilities. Over 30% of corporate sales revenue has been transitioned to new production technologies offering higher profit margins. This position also requires regular communications with our Board of Directors and private equity ownership on plant performance, new market development, the pursuit of corporate partnerships, and funding.

Responsible for Manufacturing Operations and facilities for Duro Textiles, LLC.Accomplishments have included developing a high-cadence management team, establishing accountability and key performance measures for quality and cost performance, developing the cross-functional vision and strategy for operational success, and implementing formal communications protocols with the workforce, with our customers, and with corporate functions during a time of rapidly changing priorities. Achievements include a TPM initiative beginning with Safety, 5S, Continuous Skills Development, Preventive Maintenance, and Focused Improvement Kaizen teams; an 82% reduction in reworks; a 54% reduction in off quality; a reduction of 4 weeks in customer order-to-delivery lead times, and a18% reduction in variable conversion costs.

Spartanburg, South Carolina, Us

Leading client companies through the education and implementation of the Milliken Performance System encompassing Operational Excellence, Zero Loss thinking, employee engagement, lean and DMAIC strategies. Evolved from TPM, the Milliken Performance System has been pivotal in Milliken's success since 1995. As a Senior Practitioner, my role encompassed working with both local management teams and production operator floor teams to build a cohesive, fully engaged and proactive workforce with the skill sets to be successful. Daily management systems were implemented to provide the interaction and format for successful communication of cascaded corporate goals from the board room to the individual machines on the operating floor.

Spartanburg, South Carolina, Us

Responsible for chemical sourcing, management of purchasing strategies, and contract chemical manufacturing across all Milliken & Company business units. Broad knowledge of market dynamics and interrelationships throughout the petrochemical industry, fine specialty intermediates, oleochemicals, and specialty additives markets. Responsible for management of all commercial agreements and relationships. Strategic responsibilities include all commercial negotiations, managing the supplier base within a holistic commodity strategy framework, inventory management, risk assessment, achieving corporate financial targets, and advising all new business development initiatives on competitive market insight and to insure clarity for raw materials procurement. Also responsible to insure new business teams ( acquisitions) are properly integrated and in compliance with corporate governance requirements.

Spartanburg, South Carolina, Us

Responsible for the Technology Transfer and commericialization of New Products and Processes invented within Milliken's Research Corporation. Coordinated research team efforts within a stage gate process and scaling from ideation to proof of concept to pilot and ultimately commercial production. Responsible for meeting financial budgets for each project and meeting timeframes to commercial launch. Developed measurements that established communication bridges between Research and Operations organizations.

Spartanburg, South Carolina, Us

Manufacturing responsibility for Milliken's largest Apparel Dyeing and Finising Plant. Responsibilities spanned supplier plant scheduling through all dyeing and finishing manufacturing operations through order fulfillment. Provided daily leadership for management and production personnel including Engineering, Quality assurance, claims handling, logistics, and customer satisfaction. Managed relationships with internal functions including business management, marketing, supply chain, development groups. Key measures of Safety, P&L, Quality, Delivery, Innovation, Morale and Environmental all improved over this period.through implementation of a consistent, coherent performance system and total involvement of all plant associates.

Spartanburg, South Carolina, Us

Responsible for all aspects of manufacturing and financial performance. Also responsible for continuing manufacturing operations in 21 locations around the globe when the plant was destroyed by fire in 1995. Worked alongside Roger Milliken and 1000+ committed people to rebuild an improved Live Oak Plant in record time while satisfying all ongoing business and customer needs. This was a key development period in my professional life.

Bachelor Of Chemical Engineering, Plastics, Petrochemicals, Polymers, Mining

Accounting For Manufacturing Leadership, M&A Finance, Accounting And Finance

Certification, Six Sigma Statistical Methodology

Lean Certification, Manufacturing Engineering