Brian Hartman

*** ****** ****, ********, ** ***58 / Tel # 269-***-**** / Cell # (269)

***-**** / *****: ab2lge@r.postjobfree.com

Plant Manager

PROFILE

Business expert and change agent with over 26 years of experience directing

Engineering, Quality, Distribution, Skilled Trades, Facilities, and

Production operations from single, small factories to multi national and

global enterprises with hundreds of production lines. History of excellent

labor relations, highly efficient production techniques and streamlining

operations by using Lean methodologies, quality control systems

implementation, training, corrective actions, use of statistical tools, and

careful P&L financial management. Recognized for integrating technology

into businesses and manufacturing processes to strengthen partnerships with

suppliers and customers. Demonstrated ability to drive innovation through

detailed planning, thorough training, and determined execution. A track

record of successfully implementing systems, reducing costs, improving

profits, and improving products through VA/ VE initiatives.

AREAS OF EXPERTISE

Lean Manufacturing Methodologies Financial Expertise

Employee Relations Facilities Re-Alignment

Operations Management Project Management

Production Cell Design CNC Machining / Programming

Engineering Management Process Efficiency

International Management 6 Sigma Projects

Quality Systems Management Cost Reduction Programs

Inventory Control Systems Global Sourcing

Value Analysis / Value Engineering Innovation and Re-tooling

Material Management Employee Training / Development

PROFESSIONAL EXPERIENCE

Contract Manufacturing- (DBA Hartman Contracting) / Mexico, China, Indiana,

and Michigan. 2010-

Operations improvements, Lean Manufacturing training and implementation,

6Sigma projects, Quality Systems implementation and improvements for

Defense (DARPA) (Boeing- C2M2L Project), Truck, Automotive, Service, and

consumer products companies.

CENTER MANUFACTURING, INC., Byron Center & Wayland, MI

2008-2010

Plant Manager / Director of Manufacturing

Provided leadership with full P&L for a manufacturing division of complex

welded assemblies, CNC machined products, fabricated products, and

stampings. Products included IP structures, seat frames, welded sub frames,

engine components, and console frames for Tier 1 and aftermarket

Automotive, Defense, Agriculture, Heavy Truck, Power Sports, Motorcycle,

ATV, and Consumer Products. Managed daily plant operations, verifying

output levels, quality standards, new product launch, inventory reductions,

and efficiency.

. Lean Manufacturing methodologies netted: labor to sales reductions from

11.3% to 6.7%, productivity increases from 77.4% to 96.7%, and on-time

delivery increases from 96.4% to 100%, average monthly past due dollars

reduced from $100,000 to $ 0, scrap reduction from 3.0% to less than

0.25%, SMED setup reduction from 42.2 to 12.4 minutes, and downtime from

12.8% to 2.2%.

. Led Launch Team in product development of decorative

products and processes for Tier 1 Heavy Duty Truck OEM

and aftermarkets.

. Conducted Corporate Lean Training and championed Lean

Manufacturing implementation and projects throughout the

organization.

. June 2009, completed timed sensitive Plant relocation of SPG

Tube facility from Walled Lake, Michigan to Wayland,

Michigan.

. Initiated state certified WPS welding certification program

with local college and strategic customers at Wayland

facility, fall 2009.

QUALITOR

2003-2008

BLD Products & Sloan Transportation- Holland, MI / Hebco Products- Bucyrus,

OH / Novo Products- Ocala, FL

Director of

Operations Manager

Directed daily operations with full P&L and the responsibilities for

Engineering and Quality for a multi-site manufacturer of Automotive, Heavy

Truck, Medical, and Defense components for the OEM and aftermarkets in

Europe, North and South America, and Asia.

. Through the extensive use of Lean Manufacturing principles, Kaizen

events, and VA/VE initiatives, accomplishments included; increased

manufacturing productivity from 78.2% in 2003 to a monthly average of

90.4% in 2004, 91.6% in 2005, 92.4% in 2006, 93.8% in 2007, 94.2% Q1

2008, total scrap reductions of 54% or a net average savings of $228,000

per year, increased on-time delivery performance from 92.4% to 100%,

monthly open order reduction to $0 dollars from an average of $270,000

per month in 2003, operational budget savings of $3.54 million from 2004

through Q1 2008, domestic and off-shore cost reductions, VA / VE

initiatives, and product resourcing savings of $4.98 million from Q1 2004

through Q1 2008.

. Led new product and product enhancement initiatives internally for die-

castings, rubber products, stampings, brass components, welded

assemblies, forgings, molded components, and electrical assemblies for

key customers both domestically and abroad.

. Traveled extensively to China and India to evaluate, develop, and approve

new supply base with focus on processes and operational improvements

within the existing supply base in the functional areas of Engineering,

Quality, and Manufacturing.

. Led Engineering group's Value Analysis and Value Engineering initiatives

on own products and with strategic Tier 1 customers and suppliers to

lower product costs and to improve the overall products for

manufacturability.

. Established corporate manufacturing facility (WOFE) in Shanghai, China to

service two Chinese OEM and aftermarket customers.

KEELER BRASS / KEELER DIE CAST / BELWITH INTERNATIONAL, Grand Rapids, MI

2002-2003

CHAUTAUQUA FOUNDRY / JAMESTOWN HARDWARE / FKI PROCUREMENT, Jamestown, NY /

Hong Kong, China

Director of Engineering and Quality

Led corporate Engineering, Quality and Skilled Trades functions for multi-

site manufacturer and distributer of Automotive, Heavy Truck, Medical,

Plumbing, Hardware, Aerospace, and Consumer goods. Directed over 50

Engineers in 5 US facilities and 6 facilities in China.

. Initiated and implemented Lean Manufacturing Techniques and Initiatives,

Value Analysis and Value Engineering practices and programs, SMED, 5-S,

and other Cost Reduction initiatives for corporate Plating, Metal

Finishing, Metal Stampings, Rubber Products, CNC products, Assemblies,

Die-castings, Foundry Operations, Machining, Injection Molding, and

Distribution facilities.

. Streamlining internal processes reduced lead times for

domestic products from an average of 62 days to less than 25

days delivered.

. Implemented vision inspection system for decorative assemblies and

components, which reduced the human element from the inspection process

which resulted in an annual savings in excess of $520,000 or a 23%

reduction in finishing division total scrap.

. Combined corporate non-profitable facilities and associated

processes to Grand Rapids and Asia facilities.

. Implemented Engineering and Quality Systems (ISO 9002 / AS 9100 / QS

9000) strategic plans into FKI corporate business plan for all US and

Asia facilities.

. Developed and presented Engineering and Quality divisional performance

metrics to FKI Corporate Staff on a monthly basis.

. Introduced new product lines for Global and US markets for die-castings,

stampings, machined assemblies, forgings, high-end decorative finished

products, and assembled components.

. Co-Developed new finishing process technology and decorative

finish color for new generation retail consumer goods.

. Developed new regional customers and supplier base for

manufacturing facilities in Taiwan and China and Chinese

markets.

DECORATIVE CASTINGS INC., Grand Rapids, MI / Bangor, MI

1997-2002

Plant General Manager

Directed daily operations (Bangor Industries) with full plant P&L

responsibility for manufacturing including CNC machining, stampings,

assemblies, metal finishing, dimensional plating, decorative plating and

coatings of products that serviced Aerospace, Automotive, Heavy Truck,

Hardware, Motorcycle, ATV, Power Sports, Plumbing, and consumer products

for both the OEM and aftermarket customers.

. Developed new customer base, suppliers, processes, and product lines for

the Bangor Business Unit.

. Served as Project Manager and Sales Manager during critical timed

manufacturing product launches and projects.

. Co-developed with polish and buff supplier new polish only process for

decorative plated bumpers, exhaust stacks, and decorative trim components

($5.5 million in new revenue) for OEM and aftermarket Heavy Truck and

passenger vehicles.

. Improved First Pass Yield from 96.1% to 99.4% on high volume

dimensional and decorative automated plating line.

. Refined quoting process to reflect business strategy, improved quoted to

jobs won ratio, and quote time throughput to customer.

. Implemented Lean manufacturing techniques and principles for

plant and at strategic supplier locations.

. Develop systems and internal metrics for monitoring the business

performance and presented the results to Bangor and Brillcast staff

weekly and monthly, and DCI corporate management staff and other

Corporate Business Units, on a quarterly basis.

. Performed special R&D business project assignments as

directed by DCI management and corporate officers.

. Sr. Project Engineer from 1997-1998 (Brillcast) with focus on managing

programs for new, existing, and takeover die castings, machined

assemblies, and decorative finished products with experience in product

conception, design, APQP, and PPAP process.

. Support Sales staff and production teams on product specific related

engineering processes, standards, and quality related issues for

automotive, power equipment, gaming, plumbing, and hardware customers.

. Traveled extensively to support customer manufacturing

facilities in the US, Canada, China, and Mexico.

. Co-developed new products and new product finishing technologies with Sr.

Designers from Kwikset and Price Pfister Co.

. Participated in VA/VE programs with customer Engineering and

Manufacturing product groups at multiple Ingersol Rand (Schlage Lock)

Kwikset and Price Pfister (Black & Decker) facilities in US, China, and

Mexico.

. Participated in Black & Decker (Kwikset & Price Pfister) 6 sigma green

belt program.

. Served as Brillcast Management Representative and Lead Auditor for QS9000

and AS9100 Quality System certification, training, and system compliance.

BEVERLIN MANUFACTURING CORP., Grand Rapids, MI

1994-1997

Plant Manager / Quality Assurance Manager

Provided leadership and full P&L for production and quality for

manufacturer of metal stampings, formed tubes, CNC machined products,

filtration products, and complex welded assemblies for Automotive, Heavy

Truck, Medical, Agriculture, Racing, and Aerospace OEMs. Managed successful

launch of OEM air bag assemblies and components with multiple customers, $8

million in new product sales.

. Implemented Quality System and Quality manual, procedures, company

employee training for ISO 9002 and AS 9000 certification processes and

related customer driven Quality requirements.

. Implemented shop floor production scheduling system for manufacturing,

shipping and receiving schedules, and work order driven system for

maintenance repairs, tooling for new product launches and tooling

maintenance schedules.

. Developed employee cross training and certification program for

equipment, processes, procedures, and tool room.

. Formed EI production teams to evaluate new customer

products, manufacturing issues, and improve existing

products.

. Provided training in implementation of Lean Manufacturing

principles to organization with focus on process

improvements.

. Conducted internal quality auditor training, training of company and

customer quality standards, manufacturing standards and procedures,

gauging, SMED, and electronic SPC data collection.

. Formed project launch teams from cross functional groups within the

organization to improve on-time launch schedules.

ALLEGAN TUBULAR PRODUCTS, INC., Allegan, MI

1991-1994

Sr. Manufacturing Engineer & Sr. Quality Engineer

Managed Manufacturing and Quality functions for manufacturer of weld

assemblies, tubing products, CNC machined products and stampings for

Automotive, Heavy Truck, Lawn and Garden, and consumer products for both

the OEM and aftermarket customers.

. Directed new product launches, sample submissions, engineering changes,

customer cost reductions, project management, project budgets, and all

production related issues for all automotive and commercial customers.

. Developed, improved, and supported manufacturing work cells in CNC

machining, general machining, assembly, press room, and welding

departments including redesigning of plant layout and process flow.

. Developed and implemented quality management system manual and related

quality procedures for ISO9002, including APQP, FMEA, PPAP, ISO 9002

auditor training, real time SPC data collection, and standard operating

procedures for all suppliers.

. Implemented employee training programs for blue print reading, use of

gages, machine operations and qualifications, and cross training for

machine operators and management staff.

. Developed Employee Involvement (EI) teams that worked with the Tier 1& 2

customers to improve process efficiencies, reduce product costs, improve

product safety, and resolve quality issues both at the internal and

external levels.

II STANLEY CO., INC., Battle Creek, MI

1987-1991

Production Engineering Manager / Kaizen Section Manager

Managed all Manufacturing Engineering, Continuous Improvement, Skill

Trades, and Facilities support functions for a manufacturer of Tier 1

interior and exterior lighting components, stampings, decorative trim,

welded assemblies, and consumer products.

. Directed new equipment systems implementation, product launches,

equipment run offs, model changeovers for assembly, CNC Machining,

injection molding, Stamping, and manual and robotic controlled paint

systems.

. Kaizen events netted a labor reduction of 20% with PPH improvement of 18%

on each of the highest volume production cells.

. Managed all equipment set-ups, repairs, process improvements, time

studies, process evaluations, CNC programming, electrical repair and

troubleshooting, machine maintenance, and new facility and plant layout

changes.

. Wrote updated English versions of training procedures and instructions

for production operators, supervisors, and PE group on new and existing

equipment, new technology, Kaizen resulted changes, and new program

launches.

. Successfully executed manufacturing facility move and timing from initial

125,000 sq. ft facility to new 800,000 sq. ft facility with zero lost

production time and on time new production launches during the 1st and

2nd quarters of 1989.

. Responsible creating and maintaining PE and Kaizen departmental budgets

and P&L.

. Developed training and certification program for PE

department employees through local community college.

. Initiated Kan Ban inventory control system for replacement

parts and machinery systems components for manufacturing

systems.

. Directed Kaizen teams and provided training for manufacturing

operators to focus on continuous improvement projects.

. Traveled to Japan and Taiwan (1988 & 1989) to study process design, new

production and process technology, CNC machining, injection molding

technology, machine programming, and Japanese Business Management

techniques and Japanese culture.

EDUCATION

BS- Mechanical Engineering- Western Michigan University, 1993

BS- Business Management - Western Michigan University, 1987

Certified VA/ VE Engineer - Ingersoll Rand Corporation, 2002

Lean Manufacturing Techniques and Principles - II Stanley Company, Prince

Corp., Keeler Brass, 1991, 1994, 2002

Toyota Production System (TPS) - II Stanley, 1988

Total Productive Maintenance (TPM) - II Stanley, 1988

Six Sigma Green Belt- Black & Decker Corporation, 1998

Die-Cast Technology, Business Management, and Business Course Instructing -

Southwest Michigan University, 1999

Lead Auditor Training- 1991- ISO 9002, 1996- AS9000, 1999- AS 9100, 2001-

QS 9000, 2006- TS 16949, 2007- ISO 14001:2004,

2009- ISO 9001:2008

Additional Education - Production Engineering, Process Design and

Development, Kaizen Manufacturing, Process

Control, machine repair, CNC

programming, Injection Molding Technology, Toyota Production System,

Total Productive Maintenance, and

Japanese Business Techniques and culture (Stanley Electric Mfg and

Corporate Offices) Japan and Taiwan,

1988 and 1989.

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