KEVIN P. BRADY

*** ***** **** *****, **** *** . Sheboygan, Wisconsin 53081

M: 423-***-**** . abmes9@r.postjobfree.com

DIRECTOR OF OPERATIONS: PLANT MANAGEMENT

Plant Manager with multi plant and 18+ years' experience, proven success

maximizing productivity through product, process, and Lean initiatives;

delivering million dollar savings across diverse manufacturing industries,

including metal stamping, injection molding, urethane processes and complex

assembly. Collaborative leader successfully improving P&L by lowering cost

and increased manufacturing efficiency through hands on, change agent

leadership. Out of the box thinking motivate staff to achieve aggressive

business objectives including safety, quality, customer service and

delivery. Exceptional technical knowledge, systems and process driven with

solid communication and computer skills; complemented by degrees in

Business and Engineering.

Business Development . Strategic Planning . Plant Operations . P&L

Accountability . Budget Development Human Resources . EHS . Mentoring .

Negotiations . Material Planning . Lean Manufacturing

Toyota Production System . Kaizen . 5S . OEE . QS . TS . ISO

PROFESSIONAL EXPERIENCE

ECLIPSE MANUFACTURING, Sheboygan, Wisconsin October 2009

to Present

Medium volume, high SKU and mix metal stampings company creating complex

multi strip and deep draw products for the outdoor power equipment,

automotive, and commercial / residential plumbing industries.

Plant Manager: Aggressively driving manufacturing improvements, increasing

profitability and improved cash flow, 13M in annual revenue.

. Immediately impacted manufacturing efficiency, currently 103% from 89%.

. Targeted inventory reduction and improved turns, cutting in half high

volume material purchases.

. Implemented Lean tools to drive continued improvement (VSM, Kanban, POU,

visual factory), applied and awarded state grant for employee training.

. Uncompromising pursuit of quality and delivery, zero ISO9001:2008

recertification findings, OTD improved to 98%.

CONSULTING SERVICES, Riceville, Tennessee May -

September 2009

Manufacturing due diligence supporting private equity M&A.

Principle: Identified manufacturing deficiencies aiding in acquisition and

after sale improvements of small to medium sized deals.

. Collaborated with deal team management outlining strategic footprint of

prospective company aligning facility strengths and weaknesses.

. Provided options and detailed action items for manufacturing site

improvements; ROIC, core competency, management strength, process flow,

inventory control and labor utilization.

TECUMSEH POWER COMPANY, Dunlap, Tennessee 2008 - 2009

Global engine and transmission manufacture serving outdoor power equipment

industry. Business closed, Tecumseh exited small engine sector.

Director of Operations: Commanded plant turnaround, including full

budgetary and P&L accountability, 90M in revenue. Mentored staff and

salary personnel; drove Lean initiatives to enhance efficiency, optimized

production and reduced costs. Resolved critical issues advised executive

management team; collaborated across all corporate levels. 235,000 square

feet facility, QS 9001:2008 and ISO 14001 certified.

. Elevated customer satisfaction; reduced lead time 35% by spearheading

cellular manufacturing.

. Catapulted on-time delivery from 23% to 100% in 8 months.

. Drove $360K annual savings through creation of a supplier quality

program.

KEVIN P. BRADY . Page 2

M: 423-***-**** . abmes9@r.postjobfree.com

TECUMSEH: continued

. Slashed manufacturing expenses 33% delivering $820K in annual savings,

renegotiated vendor contracts and shrunk purchased inventory 11%.

. Reduced internal PPM 50% and customer PPM from 9,815 to 171.

. Recognized by customers and executive management team for delivering on

promises.

COLLINS & AIKMAN CORPORATION, Athens, Tennessee 1986 - 2007

(Previously TEXTRON AUTOMOTIVE COMPANY)

World's largest injection molder and leading manufacturer of automotive

interior trim components, facilities worldwide with 23,000 employees.

Company exited automotive business.

Plant Manager: Drove efficient operations across two Tier 1 progressive

manufacturing plants in Tennessee and Kentucky with full P&L and budgetary

accountability, generating 140M in sales. Implemented and evaluated metrics

to drive strategic initiatives in alignment with productivity and customer

service objectives. Oversaw staff of 600 union personnel and 9 managers;

resolved employee grievances. 260,000 square foot facility, TS16949 and

ISO 1401 certified.

. Cut scrap in high-cost TPU material programs from 10.2% to 1.5% by

leading collaborative engineering and process initiatives, saving $160K

per year.

. Expanded profit margins 10% through implemented cost-savings, in-

sourcing, Kaizen and Lean initiatives. Eliminated painting and pre-

colored resins, improved flow and cycle time reductions.

. Recognized by executive management for exceeding EBITDA target by $700K

and delivering additional $1.2M in sales.

. Coordinated successful PPAP and launch of 9 new programs in one year, the

most in plant history, supporting 5 OEM customers while reducing labor

costs by 14%.

. Decreased capital spending for new programs by $2.3M cultivating

innovative engineering alternatives.

Engineering Manager: Led tactical development of all building,

infrastructure, tooling, processes and equipment. Coordinated actions of

manufacturing engineering, process engineering and maintenance; achieving

production objectives. Insured new program launch readiness.

. Saved $1.9M annually through expert administration of a comprehensive

cost reduction program.

. Enhanced production uptime 11% by implementing maintenance metrics; MTBF,

uptime and ownership.

. Led 2 seamless injection molding facility upgrades in excess of 5M in

capital spending.

. Championed plant consolidation; closing sister facility, achieved full

PPAP collecting $325K in unpaid tooling after 3 years.

Operations Manager: Devised and implemented calculated plans to maximize

production at minimal cost to facility. Executed scheduling per inventory

requirements, managed shipping from production floor and administered labor

requirements daily. Supported customers insuring product quality, drove

corrective action.

. Achieved 2 million hours without a loss time incident through

implementing effective safety initiatives.

. Drove plant to earn a "Top Ten Best Plant" Award from Industry Week in

2002 and attain status of Lean Role Model, Serious Practitioner Level II.

ADDITIONAL ENGINEERING CAREER HIGHLIGHTS

Full details upon request

EDUCATION

Bachelor of Science in Business Administration

Minor in Finance

TENNESSEE WESLEYAN COLLEGE, Athens, Tennessee

Associate of Science in Mechanical Engineering

NEW HAMPSHIRE TECHNICAL INSTITUTE, Concord, New Hampshire

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