Engineer Manager

Bryan N. Jones

**** ************ ***. ** ? Canton, OH 44718

abm3yi@r.postjobfree.com ? Cell 330-***-**** ? Home 330-***-****

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SENIOR-LEVEL MANUFACTURING AND OPERATIONS MANAGEMENT

Driven leader, successfully served in the United States Army as a Company

Commander and in the civilian sector as a Plant Manager; currently add

value to 21 plants in Heinz North America as the Pillar Leader of

Changeovers and Startups. As a military officer, was many times selected

above my peers for the most difficult assignments including the first ever

partnership for peace exercise with the Albanian Army in 1995. Since

entering the civilian sector, executed more than $12 million of continuous

improvement projects. Key qualifications and experience include:

. Six Sigma Black Belt

. P&L Management (Cost Accounting)

. Pricing Strategies and Customer Relationships

. Lean, SMED, Kaizen, Pull Systems

. Union Contract Negotiation & Labor Stoppages

. Demand Driven Supply Chain Team

. Chapter 11 bankruptcy

. Flexible Factory Initiative Leader

. Supplier Relationships

. TPM and Reliability Excellence

. ISO and QS Systems Auditor

. Economic Production Quantity Analysis

Manufacturing processes: Stamping, Die Casting, Rubber Molding, Food

Processing, Thermoforming, Finishing, Coating, Packaging, Assembly Lines,

Filling, Labeling, Capping, Ice Cream, Sauces, and Baking

Master of Business Administration Embry-Riddle Aeronautical University,

Daytona Beach FL (2005) (4.0 GPA)

Bachelor of Science Mechanical Engineering United States Military

Academy, West Point NY (1989) (Dean's List)

Summary of Achievements

. Achieved the rank of Cadet Captain at West Point in Senior Year (Top

15%) (1989)

. Awarded the Bronze Star Medal for successful combat operations in

Operation Dessert Storm (1991)

. Executed first ever U.S. Partnership for Peace exercise with the

Albania Army (1995)

. Awarded the Meritorious Service Medal for career service in the U.S.

Army (1998)

. Promoted three times in four years at Black & Decker producing over

$5,000,000 of productivity (1998-2001)

. As a Plant Manager at Worldkitchen, reduced total plant spend from

$34,000,000 to $30,000,000 and total cost per pan from $1.34 to $1.10

within twelve months (2002-2003)

. As a Plant Manager at Rubber Associates, managed the plant through a

three month lock-out period utilizing temporary labor - customers felt

no impact from this labor stoppage (2004)

. Successfully negotiated a price increase with our largest customer

(Dana Corp.) in spite of poor market conditions in the automotive

sector while at Rubber Associates (2005)

. Closed eleven projects with savings of over $2,000,000 in the first

twelve months in current position (2008-2009)

. Currently leading our largest ketchup factory to build a prototype

Flexible Factory Line for use as a model for quick changeover for

Heinz North America (current)

Professional Background

H. J. Heinz Company Nov 2006 -

Present

Manager of Continuous Improvement (Pillar Leader for Startups and

Changeovers), Heinz North America, Pittsburgh, PA, February 2008 - Present

Mentor 21 Heinz North America Plants through bi-weekly conference

calls and nearly 100% travel to achieve Operational Excellence in the

functional focus area of Set-up Time Reduction using Lean, Six Sigma,

and SMED techniques. Lead the Flexible Factory Section of the Demand

Driven Supply Chain Team - an organization formed at the corporate

level to dramatically decrease inventory in the company by 25% over an

18 month period.

B. Jones, Page Two

Production Superintendent, Heinz North America, Massillon, Ohio, November

2006 to January 2008

Hired as a change agent to turn around the performance of 4 high speed

production lines producing Smart Ones brand Weight Watcher meals.

Lines staffed by 4 salary and 70 hourly production associates. Within

fourteen months, achieved over $1,000,000 of savings, efficiency

increases from 75% to 85% and service levels to better than 99.5%.

Promoted to current position after fourteen months with Heinz.

Rubber Associates Incorporated

Sep 2003 - Oct 2006

Plant Manager, Rubber Associates Incorporated, Barberton, Ohio, September

2003-October 2006

Reporting directly to the ownership of the company, managed a custom

rubber molding plant with 100 union employees and annual sales in

excess of $10 million with 40% of sales as a Tier II supplier for the

automotive industry. In the absence of standard financial systems,

developed an annual operating budget to aid the business in achieving

desired operating income. In addition to performing duties as the

Plant Manager, participated in sales calls, vender and union

negotiations. Improved labor productivity by over 25% in 3 years

through the execution of several lean projects. After implementing an

automated manufacturing planning system, improved customer service

resulting in lowering our monthly shipping backlog from an average of

$200,000 per month to practically zero every month.

Worldkitchen Incorporated

Jan 2002 - Sep 2003

Plant Manager, Worldkitchen Incorporated, Massillon, Ohio, January 2002-

September 2003

Accountable to manage a manufacturing plant that produced Baker's

Secret Metal Bake Ware with an annual cost of production of over $30

million. Plant consisted of 200 employees, 20 high speed transfer

stamping presses, 5 coating lines and 5 packaging lines. Through

reorganization, plant streamlining, and hourly headcount reduction,

reduced annual spend from approximately $34 million to just under $30

million resulting in reducing the average price per pan from $1.34 to

$1.10 in a one year period. After building a safety committee with

appropriate structure, dramatically improved the plant's safety record

reducing recordable injuries by over 60%.

Kwikset Corporation, a wholly owned subsidiary of Black & Decker

Apr 1998 - Jan 2002

Business Team Manager, Kwikset Corporation, Denison, Texas, July 1999-

January 2002

Manufacturing leader of the Stamping Business Team of 80 hourly

employees, 10 salary employees, and a budget of $45 million a year;

produced better than 6% year over year productivity for three straight

years. Accomplished goals through a combination of employee

engagement, capital and engineering projects, and efficiency gains

through better management and follow-up techniques. Transitioned the

business from one of fire fighting, crisis management and seven day

work weeks to smooth five day work weeks while achieving desired

customer service rates, quality goals, and cost reduction targets.

Improved throughput in the Punch Press Department by 20% by

implementing SMED techniques for changeovers and through better

tooling control; changeover times reduced from an average of 4 hours

to 30 minutes. Executed productivity projects in excess of $5,000,000.

Knob Line Engineer Coach (Supervisor), Kwikset Corporation, Denison, Texas,

July 1998-June 1999

Leader of a department which manufactured 80 million door knobs a year

for the entire Kwikset Corporation. Inherited a department where

chaos once reigned, and turned it around in one year. Supply chain

stoppages were reduced to zero from a previous weekly rate. Daily

supply conference calls which allocated knobs to our assembly plants

were replaced with seamless supply operations to our five assembly

plants. In the process of improving service levels, executed several

projects to reduce the total department head count from 40 to 24. In

addition, improved efficiencies led to opening up enough capacity to

bring in 5 million knobs that were previously outsourced. The make

verses buy benefit of producing these knobs in house resulted in $1

million of annual savings.

Material Productivity Engineer, Kwikset Corporation, Denison, Texas, April

1998-July 1998

Facilitated 5% year over year productivity in a plant with a $45

million annual raw material spend. Built an aggressive plan

identifying 13 material productivity projects worth $2.5 million.

Success was rewarded with a promotion to Knobline Engineer Coach after

four months with the company.

B. Jones, Page

Three

United States Army

May 1989 -- Mar 1998

Observer Controller, National Training Center, Fort Irwin, California,

January 1997 - March 1998

Trained junior engineer officers in the proper planning and execution

of Army tactics in the nation's premier training post. Each month, a

new unit arrived at the national training center to conduct battle

using laser technology against a seasoned permanent party opposing

force. Coached officers to improve and win on the battle field using

the latest doctrine. Facilitated after action reviews, and helped

adjudicate the battlefield. In June 1997, received the Army

Achievement Medal for the "most outstanding officer of the rotation"

(#1 of 600). Honorably discharged in March, 1998 and received the

Meritorious Service Medal for career service in the United States

Army.

Company Commander, Co. C, 82nd Engineer. Bn. Bamberg, Germany, April 1995 -

December 1996

In charge of a 103 man engineer company equipped with 32 pieces of

battlefield equipment valued at approximately $15 million. Provided

mobility, countermobility, and survivability support to an Armored

Task Force in Germany. Deployed the company to Belgium, Turkey,

Albania, and several locations in Germany to conduct combat training

with several Tank and Mechanized Infantry Battalions. Conducted the

1st ever Partnership for Peace Exercise (Operation Peaceful Eagle)

with the Albanian Army in July 1995. Received the Meritorious Service

Medal for successful Company Command in December 1996. .

Brigade Engineer, 3rd Brigade, 1st Infantry Division, Vilseck, Germany,

April 1994 - April 1995

Brigade planning officer for all Engineer Operations in the sphere of

influence of an M1A2 Tank Armor Brigade. Executed planning of task

organization of engineers and maintained communications with all

engineers in the brigade sector. Due to success, selected for

promotion to Company Commander.

Student, United States Armor Officer Advanced Course, Fort Knox, KY,

October 1993 - March 1994

One of eight Engineer Officers Army-wide selected to attend the Armor

Advanced Course. Graduated from the Armor Advanced Course in the top

10% of the class.

Executive Officer, Co. C, 8th En. Bn, 1st Cav. Division, Fort Hood, TX,

February 1993 - September 1993

2nd in charge of a 103 man engineer company equipped with 32 pieces of

battlefield equipment valued at approximately $15 million. Provided

mobility, countermobility, and survivability support to an Armored

Task Force based at Fort Hood, Texas. Deployed the company to the

National Training Center at Fort Irwin, California. Inherited a

failing maintenance organization and quickly turned it around from a

dismal 75% operational readiness rate to 95% over about a six month

period. Received the Army Commendation Medal upon completion of the

tour of duty at Fort Hood, Texas.

Battalion Personnel Officer, 8th Engineer Bn, 1st Cavalry Division,

February 1992 - February 1993

Selected as a First Lieutenant to fill a Captain position as the

Battalion Adjutant. The section of 10 men was responsible for

evaluations, awards, pay, and staffing for a 400+ personnel battalion.

Changed a chaotic, unorganized shop into a well disciplined, timely

and proud unit within six months.

A & B Platoon Leader, Co. C, 8th Engineer Bn, 1st Cavalry Division, August

1991 - February 1992

Deployed 36 man specialty platoon equipped with 12 pieces of engineer

equipment to the National Training Center at Fort Irwin, California.

Received Army Achievement Medal for successful rotation.

Platoon Leader, Co. A., 8th Engineer Bn, 1st Cavalry Division, November

1989 - July 1991

Leader of a 27 man engineer platoon equipped with six combat vehicles

valued at approximately $5 million. Responsible to lead the platoon

in all aspects of combat preparation for its wartime mission.

Deployed to Operation Desert Storm in the fall of 1990. Platoon

breached eight lanes in the Iraq/Kuwait border, blew up several mines

in place, and destroyed two enemy outposts with explosive rounds

during combat operations. Directly following the ground war in

February 1991, destroyed over 40 abandoned Iraqi vehicles by blowing

them in place with explosives and destroyed millions of rounds of

ammunition. Executed all operations with no friendly casualties.

Awarded the Bronze Star Medal for successful combat leadership.

Student, Engineer Officer Basic Course, Fort Belvoir, Virginia, July 1989 -

November 1989

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