Manager Plant

Jack Brazeau, Jr.

OBJECTIVE

To obtain a management position in a team based work environment in order to; improve production

efficiencies, develop and implement lean manufacturing strategies to increase profit margins while

promoting a culture of continuous improvement.

EMPLOYMENT HISTORY

Guilford Performance Textiles January 08 to Oct 09

Inspection Area Manager (06/08-10/09)

Responsible for all Inspection activities across 3 shifts consisting of 100 employees and 3 managers, 3 Area

Technicians, and 3 Quality Technicians.

Responsible for performance of all individuals in Inspection/Quality Department and hold to established

production expectations.

Enforce company policy.

Completed Rapid Improvement Lean Event with Lean Manufacturing Team which increased area

productivity from 33K pounds per shift to 43K pounds per shift by establishing value stream categories for

finished product.

Implemented process flow to established value stream to utilize all equipment in the Department at 100%.

Responsible for all department indirect and direct report across 3 shifts.

Hold Implemented new batching procedures in Inspection which improved operating efficiencies by 30%

Work with field representatives and implement recovery plans to customer if defects found are

unacceptable.

Responsible for delivering recovery plan if production target was not achieved.

Materials Planning and Logistics Director (01/08-06/08)

Responsible for the Plant Production Plan and departmental production goals.

Responsible for setting production goals to sales forecast.

Responsible for delivery reliability metrics.

Implemented Rapid Improvement Event in the Dye House increasing productivity from 115K pounds to

130K pounds.

Implemented automated scheduling system in both Knitting and production areas in plant.

Responsible for maintaining correct Knitting, Warping and Greige inventories throughout North Carolina

(4 plants).

Coordinate all inventories to Plant Schedule in Kenansville Facility.

Completed Rapid Improvement Event changing plant scheduling to level load to respective value stream

(Flat Headliner, Flat Body Cloth, Napped Headliner, Napped Body Cloth).

Determine correct inventories at each process. Level load to reduce WIP inventories.

Determine and implement Kanban system for Knitting Department.

Coordinated new scheduling system to customer release.

Responsible for Inventory Reduction program for NA Automotive and successfully reduced to super stretch

target of 12.8M.

Responsible for DOH and OTD (currently at 99%)

Reduced FG inventories by 650K pounds (750,000)

Reduced Greige inventories by 450K pounds ($600,000)

Responsible for Monthly NA Automotive Materials and Planning Presentation to corporate.

Kenworth Truck Company (Paccar Corporation) Chillicothe Assembly Plant Feb 06 to Jan 08

Area Manager

Responsible for Conventional B Cab, Sleeper Trim, and T2000 production lines consisting of 5 Line

Managers, 2 Process Engineers, 2 Area Technicians, 4 Quality Technicians, and 200 employees.

Coordinate sequenced trimmed cabs and sleepers with frame, axle, chassis paint, main paint, engine trim, to

cab set on the main line.

Responsible for line quality and implementation of all corrective actions related to safety, quality, and

production.

Led the Lean Manufacturing Team in completing the largest Kaizen Event at Kenworth which relocated all

trim lines to a new building expansion.

Maintained production targets on all lines through construction amd relocation of these trim lines.

Responsible for all aspects of line expansion and led the Kaizen Team through process improvements.

Set up temporary Sleeper Trim and T2000 lines to maintain build until new lines were finished.

Balanced all work and new technologies on Trim Lines (Sleeper Clean Power, In Cab Battery Box)

Line located 10,000 parts in Cab Trim.

Review and validate new technologies for Cab Trim and Sleeper Trim Lines.

Successful in reducing truck hours by 2.5 and reduced staffing by 15 to capture $1.7M in savings on Cab

Trim Lines and $2.0M in savings for the Sleeper Trim Line.

Captured Six Sigma savings of $3.0M.

GT Technologies/Gentek Corporation May 04 to Jan 06

Production Manager

Responsible for all machining and assembly processes in the facility on 2nd shift in a Union environment

consisting of 70 employees, 3 Area Technicians, and 2 Quality Technicians.

Responsible for Leading Kaizen Event on Machining Lines which increased productivity by altering

maintenance schedules of all equipment and coordinating with assembly activities in plant.

Increased productivity by 25% on rocker arm assembly table by leading Process Improvement Event with

operators on all shifts: improved assembly process by changing assembly sequence.

Worked with Controls Engineers to improve roller follower productivity by re-writing maintenance

schedule and tooling programs resulting in increased up-time.

Implemented Kanban System internally and with all vendors: improving parts availability and increasing

machine run time.

Implemented mandatory Rapid Improvement Events with Supervisors on all shifts.

Led Rapid Improvement Event to change maintenance schedule of Hydro-Flow Coolant System which fed

all machining operations in plant.

Worked with Vendor to fabricate new copper mountings for welders in Op 30 machines which controlled

bore and angle of set tube to rocker arm: increasing tool life and reducing change over time.

Ford Motor Co. / Visteon Automotive System Mar 00 to May 04

Plant Superintendent

Responsible for all machining and assembly production on 6 machining lines and 8 final assembly drive

shaft lines consisting of 125 employees, 3 Process Engineers, 3 Quality Technicians, and 3 Area

Technicians across 3 shifts.

Led Kaizen Event which re-located all machining equipment from Sterling Heights Visteon Plant to the

Monroe Michigan Visteon Plant.

Responsible for training all employees in the area in TPS Concepts and 5S organizational events.

Incorporated all final assembly lines with established machining processes.

Increased productivity in area by determining correct tooling capable of holding tolerance for entire shift.

Worked with vendors (Detroit Broach) in developing broach bars capable of 1000 cycle before change.

Worked with vendor on high speed grinding machines to reduce change over time by fabricating a lift for

the change arm. Successful in reducing change over time by 30 minutes and reduced by one operator.

Worked with Lean Manufacturing Team to line locate and set up assembly processes to gain highest

productivity efficiencies.

Responsible for the successful launch of 5 new machining lines and 8 new assembly drive shaft lines

consisting of 125 employees, 5 Line Managers, 2 Process Engineers, and 3 Area Technicians across 3

shifts.

Responsible for launching Lean Manufacturing Kaizen Events on all machining and assembly lines by

implementing TPS practices.

Developed Slip Yoke machining lines and coordinated production with assembly process

Introduced new equipment and worked with Industrial Engineering on establishing production targets and

area goals.

Worked with all personnel on the introduction and implementation of new bore/counter bore operations as

well as high speed grinding and high speed lathe equipment.

Identified and purchased correct tooling to hold tolerances per shift on Op 30 Lathe and Op 50 bore/

counter bore equipment to set ring depth.

Introduced TPS practice and procedures. Trained all personnel.

Organized and implemented 5S procedures on Slip Yoke machining lines.

Organized self directed work teams on machining and assembly lines.

Alcoa Automotive Structures Sept 96 to Mar 00

Plant Superintendent

Responsible for managing all personnel consisting of 100 employees, 3 Process Engineers, 3 Area

Technicians, 3 Quality Technicians, and the Materials Department.

Implement TPS System throughout entire plant.

Implement Kanban System for all machining and assembly programs in the facility

Taught TPS concept to employees and organized Training Program throughout the facility.

Responsible for all ship and build schedules and plant launch of new lines (5 new lines).

Supervise shift of 100 production employees/ 5 Supervisors.

Organize rapid improvement events to improve efficiencies on quick die change over.

Developed batching system to prioritize parts through pre-fab machining departments to final assembly.

Manage Safety Policy to the EHS manual.

Perform III investigations and conduct safety audits in all production cells.

Participate in Safety Lead team meetings and Audits.

Oversee operation in all production cells in a Union Environment.

Facilitate the implementation of TPS principles (Toyota Production System).

Develop and initiate cost effective procedures to allow cells to run more efficiently and streamline

production.

Communicate clear goals, standards, and expectations to employees. Facilitate and submit ICA forms

(Internal Corrective Action).

EDUCATION

Temple University, Philadelphia, Pennsylvania

Bachelors of Art in History & Bachelors of Art in English. May 1993.

Distinction in Major. Graduated Cum Laude

University of Toledo Toledo, OH

Currently enrolled in graduate school to pursue a Masters in Mechanical Engineering

ACADEMIC HONORS

College of Arts and Sciences Dean List Temple University Spring 1992, Summer

1992, Fall 1992 and Spring 1993.

Golden Key National Honor Society; GPA: 3.48 Cumulative, 3.85 in majors

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