Manager Plant
Resume:
Bryan Cantrell
Tampa, FL 33616
acqzkd@r.postjobfree.com
SUMMARY
Strategic minded, results driven Operations Manager with a Bachelor’s in Economics and a proven record of cost reduction, good manufacturing practices (GMP) and able to continually increase customer satisfaction. Skilled in continuous improvement through Six Sigma and Lean Manufacturing to exceed key operational targets/goals. Proven conflict resolution skills and excellent verbal and written communication skills. Able to build effective management teams, launch new products, increase productivity, improve standard operating procedures and stimulate bottom-line growth. Advanced computer skills with AS 400, Diver, SAS, SAP, and Microsoft Office Suite (Word, Excel, Power Point and Outlook).
SKILLS
Business Matrix Accountability
Engineering
Equipment Utilization
Human Resources
ISO 9000
Just-In-Time Manufacturing (JIT)
Kaizen
Lean Manufacturing and Six Sigma
Line Balancing
Logistics
Procurement & Applications
Profit and Loss Facility Budgets
Quality Assurance
Visual Factory
5S
EXPERIENCE
Allied Aerofoam – Plant Manager, Tampa, FL, 1/14 – Present
I manage all facets of operation for Allied Aerofoam. Allied Aerofoam is a plant with revenues of 14.5 million that fabricates Polyurethane and Polyethylene materials. This company fabricates many parts for items like, but not limited to bedding, boats, cars, packaging and furniture. I manage all departments: the fulfillment center, bedding, fabrication, marine, Internet mattresses, distribution (shipping and receiving). Quality improvement is high on my list of job responsibilities.
-Streamlining and restructuring processes for lean efficiency by reducing the workforce by 15%, leaning out processes (inventory materials, employees, and shifts – eliminating the 2nd shift).
-Consolidating distribution routes - which in turn decreased distribution costs, enabled driver reduction, a truck lease, fuel and mileage costs.
-Increased revenue by 10%.
-Doubled the net profit of the company since 2013 by lowering labor costs, improving efficiency and reducing inventories.
-Utilizing Six Sigma, Lean Manufacturing, Just-In-Time (JIT) and implementing 5S to create a more efficient, safe and quality minded facility.
-Effectively manage 110 employees, with 6 Direct Reports.
-Insure key performance metrics meet or exceed budget.
-Conduct performance evaluations for managers, team leaders and employees.
-Maintain quality systems to comply with FDA, OSHA and DOT regulations.
-Implement and manage OSHA programs, including Hazard Communication, Personal Protective Equipment and Fire Prevention and Control to ensure compliance to safety work policies.
-Generate reports and provide periodic updates to company leadership on progress and status.
-Improving quality, i.e. decreasing materials and not fabricating more materials to reduce double handling, reducing quality complaints, by creating processes that simplify operations.
-Oversee quality with that quality manager reporting directly to me.
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Boyd Industries – Operations Manager, St. Petersburg, FL, 5/13 – 12/13
I managed the operations; production of dental furniture, to include dental surgical chairs, custom cabinetry. The departments are broken down into upholstery, machine shop, cabinet and painting. Other management responsibilities are to manage departments such supply chain, engineering, drafting and design, facilities, shipping and receiving, and the computer programing department. I work under the owner/CEO of the company.
-Management of entire facility in all departments.
-Restructuring and evaluating the current and new budget for the next fiscal year.
-Responsible for coaching and mentoring 3 direct supervisors.
-Recruit, hire and market for new employees via job fairs and social events.
-Network with interns from USF and SPC
-Emphasize, train and develop the culture of high quality throughout the facility within the organization.
-Provide support to the supply chain inventory processes.
-Management of a $12.5 million budget and 50+ employees
-Personalized development and implementation of a brand new safety program.
-Conduct performance evaluations for managers, team leaders and employees.
-Maintain quality systems to comply with FDA, OSHA and DOT regulations.
Synergy Health - General Manager, Chattanooga, TN, 5/08 – 05/13
I managed manufacturing; traffic and distribution operations of sterile recoveries of surgical equipment to ensure products are manufactured in accordance with production schedules, quality standards, cost efficiency and customer requirements. My abilities to meet company goals led to a promotion from Production Manager to Assistant Plant Manager in July of 2010 and then to Plant Manager in October of 2011. I have served as an Assistant Plant Manager/ at the Tampa, FL facility and General Manager at the Chattanooga, TN facility.
-Develop and maintain standard procedures for all operations in an 80,000 square-foot facility.
-Insure key performance metrics meet or exceed budget.
-Lead departments including: production, distribution, purchasing, customer service, logistics and all other functions within the facility.
-Identify customer needs and tailor processes to meet needs, thus improving customer retention.
-Supervise 6 managers and 115 hourly employees.
-Conduct performance evaluations for managers, team leaders and employees.
-Maintain quality systems to comply with FDA, OSHA and DOT regulations.
-Implement and manage OSHA programs, including Hazard Communication, Personal Protective Equipment and Fire Prevention and Control to ensure compliance to safety work policies.
-Ensure manufacturing processes conform to Quality Management System requirements/standards.
-Generate reports and provide periodic updates to company leadership on progress and status.
-Manage facility budget of $14 million to ensure cost containment strategies are effectively utilized.
-Evaluate manufacturing processes to maximize efficiency rates and increase reduction of scrap rate.
-Develop and implement manufacturing continual process improvement programs (Lean Manufacturing and Six Sigma) to ensure the manufacturing “best practices” are being utilized in the operation.
-Reduced employees from 85 to 58 and was able to produce the same amount of thru put in the production department when I served as Production Manager.
-Increased labor efficiency from the upper 60's to 100% by setting goals, holding people accountable and providing recognition.
-Decreased turnover percentage by 25% by improving the company culture and increasing employee satisfaction.
-Improved logistics by 15% by increasing driver efficiencies through reconfiguring routes which reduced fuel and mileage costs.
-Served as team leader in several Kaizen/Six Sigma events, which reduced material costs and labor.
Carpenter Company - Assistant Plant Manager, Lakeland, FL, 8/95 to 5/08
Due to my work ethic and desire to learn and achieve I received 7 promotions during my career with Carpenter which includes my promotion to Assistant Plant Manager in June of 2007. I was ultimately responsible for departments such as: carpet cushion, bedding, bun warehouse, maintenance, traffic, grinding, lamination line, and pouring. I was integrated into every department and was instrumental in growing Carpenter from a $2 million dollar facility to an $80 million dollar facility.
-Extensive operational experience with highly technological engineering equipment.
-Daily troubleshooting and problem solving experience.
-Chemical inventory control analyst.
-Coordinated, managed and scheduled over $50 million in chemicals annually.
-Reduced cost of chemical waste by $80,000 in the pouring department by implementing different start up and shut down procedures during chemical pouring runs.
-Increased labor efficiency from mid 70% to over 100% by setting goals, holding people accountable and providing recognition.
-During my tenure of 13 years there were no safety violations and no loss time injuries.
-Maintained a turnover rate of zero during the last 3 years of employment.
-After serving as a Pouring Trainee for over a year I was promoted to Pouring Manager in December of 2006 where I managed production of polyurethane foams resulting in foam production for bedding and furniture, improved the working environment for employees and handled quality assurance improvement for material cost and manufacturing.
-Promoted to Bedding Manager in May of 2005 where I managed the quality of production and efficiency in the bedding department using lean manufacturing and WIP (Work In Progress). I was accountable for 40 production employees and $35 million in product. I scheduled production to minimize setups, reduce stock, decrease WIP, improve process flow, and maximize throughput. I reduced inventory and WIP by one third and I practiced lean manufacturing, value of order, Kaizen, and pull manufacturing. I ordered and selected all raw materials from both inter-company branches and outside vendors. I supplied all major bedding customers, Sealy, Serta, and American Bedding, on a JIT basis, and I participated in companywide implementation of SAP software.
-Promoted to Pouring Line Supervisor in August of 2001 where I managed the quality of production and efficiency of 10 employees on pouring line. I entered inventory and production into SAP and SAS computer operation systems, spent time trouble shooting and problem solving and was a chemical inventory control analyst.
-Promoted to Traffic Manager in June of 2000 where I managed shipping and receiving departments for over $50 million in finished products. I scheduled and manifested all driver paperwork, logs, and driver daily routes, supervised 8 employees, ensured on time deliveries and maintained the maintenance of 15 trucks and trailers and 8 forklifts.
-Promoted to Lead Person over Bedding in August of 1997 where I managed the quality of production and efficiency over the bedding department, improved manufacturing process and throughput by justifying the reorganization of manufacturing processes and departmental layout, assisted in implementing and managing performance management to evaluate productivity and stimulate employee growth and assisted in developing standardized work instructions and measurement systems to ensure quality.
-I began my career with Carpenter Company in August of 1995 as a Production/Inventory Analyst where I tracked inventory on various products, managed cycle counts to help maintain inventory levels and worked exclusively with accountants on profits and loss statements.
EDUCATION
Bachelor’s in Economics - The University of South Florida, Tampa, Florida
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