Engineer Management

Brent Broderick

*** ****** ***** ( Ft. Wayne, Indiana ( 46804

260-***-**** ( ***************@*****.***

HEAD OF OPERATIONS / PLANT MANAGEMENT / TOOLING ENGINEERING

Results-producing, senior level operations professional with a proven track

record of success. Skilled in ensuring a safe work environment, meeting

production schedules, overseeing product quality, equipment maintenance,

and operator training. Effective communicator, excellent mechanical and

troubleshooting skills, resourceful, strong decision maker, excel at

training and mentoring staff to achieve their personal best for themselves

and for the company.

Additional strengths include:

Workflow Analysis and Facility Planning Planning Systems

Planning Development

Safety Standards Process Simplification Sourcing, Purchasing

Compliance and Redesign

Lean Manufacturing Quality Assurance Forecasting, Budgeting

Practices Management

Inventory Management and Streamline Operations Financial Cost Control

Control

CORE COMPETENCIES

CNC Machining and CAD/CAM

> Over 20 years experience with CNC machining equipment (4-axis

machining) including Fanuc, HAAS, OKUMA, and Mori Seiki.

> Experienced with several controls, very proficient in G & M code

programming.

> Some experience with CAD/CAM packages.

Cost Control / Budgets

> Developed budgets, forecasted sales volumes, managed capital

expenditures and planned inventory levels.

Efficiencies

Planned for all customer orders, reviewing which machine is best

suited for the job and determined with fixturing how many of the parts

could be run at a time to create the most cost and time effective

process.

Facilities Management

> Ensured Standard Operating Procedures are in place and being adhered

to.

> Established safety procedures and ensured they were followed and

ongoing safety improvement was maintained.

> Revised plant's cells, increasing efficiencies of workflow and turned

wasted floor space into valuable income producing factory floor space.

> Solved problems and made decisions about shop operations to ensure

constant and continuous workflow.

Human Resource Management

> Assessed employee effectiveness, generated performance evaluations,

handled discipline, and necessary terminations.

> Identified training and development needs of manufacturing team

members improving their skill set.

> Decreased employee turnover by increasing morale, resolving long-

standing company issues and increasing productivity.

> Trained and supervised staff, formulated policies, and directed their

activities and maintained adequate staffing levels.

> Successfully addressed employee issues and managed a large production

staff.

> Delegated to all staff, reprimanded staff when necessary and

successfully handled employee issues.

> Managed employees, including supervisors, assistants, machine

technicians, general laborers and office staff.

> Raised employee morale, increased productivity, and reduced employee

turnover by recognizing solid job performance, listening to employees'

ideas and concerns and implementing their ideas when possible and

appropriate.

> Maintained a positive working attitude and good relationship with

employees at all levels.

> When layoffs were necessary, determined which personnel would be laid

off and maintained relationships with those employees for ease of

rehiring when business allowed.

Plant Management

> Maintained high level of visibility on plant floor, interacted with

workers and routinely assessed overall productivity and mood.

> Attended, organized and conducted meetings related to implementing

processes, fixturing ideas, quoting jobs, employees' issues and to

create timelines for how a job will flow.

> Directed all plant operation activities including scheduling, quality

control, maintenance, purchasing, and plant management activities.

Production / Productivity

> Increased employee productivity through re-evaluation of employee

talents reassigning duties to those better able to handle tasks.

> Evaluated and redistributed work loads to more efficiently approach in-

house work orders and projected future business.

> Analyzed aspects of the production process critical to generic or

customer/product specific jobs to ensure efficiencies.

> Assisted with designing a fixture and clamps and then selected the

proper manufacturing procedure.

> Helped initiate partnering machines together into cells to reduce

production man-hours.

> Re-designed and combined manufacturing cells to increase productivity

and reduce valuable man-hours without sacrificing quality.

Technology

> Performed time studies, tooling studies, and have worked with tooling

salesmen to keep company abreast of the latest in technology related

to necessary tools for the facility.

Brent Broderick

506 Ansley Drive ( Ft. Wayne, Indiana ( 46804

260-***-**** ( ***************@*****.***

PROFESSIONAL EXPERIENCE

PSMI / Production Services Management Inc.

2011 to Current

Tooling Engineer / Applications Engineer

Pierceton, Indiana

Paragon Medical & Diversified Machine Inc.

Tooling / applications engineer focused on testing new and existing tools

for reduced cost per unit and increased output. Performance of tooling

studies creating benchmarks so new tooling or new methods of machining have

a goal to achieve and surpass. Continued education through attending a

variety of tooling seminars around the country to stay abreast of the

latest technology. Implementation of new ideas or methodology for our

customers. Review of tooling costs and sell price points for customer

accounts to increase revenue for PSMI while providing a cost savings to

customers. Management of large tool crib environment - Paragon alone has

over 1,500 tools.

Specific Accomplishments

> Provided a combined cost savings to my two customers (Paragon and DMI)

of over $400k in one year through the following:

> Performed root cause studies on different tooling failures, provided

customer with timely data, reviewed results with engineering and

tooling set up managers.

> Developed a format for cataloging all returned tooling and evaluate

said tooling to identify a variety of issues:

o Successfully identified inserts being labeled as" at the end of

its life cycle", when in fact many of the inserts still had

usable cutting surfaces.

o Utilizing my nearly 25 years experience in tooling, I was able

to ascertain in further study of these inserts, that wear

patterns indicated operator error in setting of this insert in

the holders. I provided customer with training and visual aids

to use with their machine operators to be able to illustrate

correct insert positioning, as well as, what proper wear should

look like.

o Further examination on my part allowed me to save Paragon

Medical over $10,000, once I identified over 30% of these

inserts were being discarded prematurely.

> Keep abreast of tooling innovations, sources and alternatives by

having regular meetings with tooling vendors and their reps.

> Stay informed of trends in the Tooling Industry by attending the IMTS

in Chicago every couple of years and subscribing to a variety of

industry journals and reference materials.

> Have been called upon on numerous occasions by the Engineers and

Programmers at both Paragon Medical and Diversified Machine Inc (DMI)

to weigh in on issues that require a more knowledgeable opinion.

> Exposed Paragon Medical Engineering staff to educational classes on

new milling technique by a manufacturer and in doing so, implementing

the new technique in Paragon Medical's manufacturing process cutting

30 minutes out of the cycle time on that project.

> Suggest tooling for all applications and have identified tooling being

used in the wrong application or used to cut the wrong kind of

material and in doing so, have saved upwards of tens of thousands of

dollars in several situations where customer's financial losses would

have been through having to scrap the parts being machined, loss of

income, labor costs, and down time for machines.

> Captured a cost savings for PSMI by being able to re-source tooling

previously being purchased through sources with whom neither the

tooling nor the contracts had been reviewed in some time.

Aero Propulsion Support Inc. 2010 to

2011

Plant Manager / Head of Operations

Harrison, Ohio

Registered AS 9000 and ISO9002 Facility

Led entire operations for aerospace industry, FAA certified repair facility

and manufacturer of small gas turbine engines and components specializing

in variety of welding types, heat treating, high temperature and honeycomb

brazing, thermal spray, high temperature coating, liquid penetrant

inspections, and abradable coatings. Clients included Rolls Royce, a

variety of Cincinnati aerospace corridor clientele including GE Aviation,

and Triumph Air, as well as, global customers worldwide. Hired by owners to

take over operations and be personally accountable for increasing sales,

productivity and developing new ventures for this already established parts

manufacturer in the aerospace industry. Prior to taking over the running of

this company, their employee turnover was nearly 70% over the prior year.

Sales were below break-even point and lead times for getting product out

the door were approaching 6-10 months when most products should ship in

weeks.

Specific Accomplishments

> Led teams of engineers, quality, repair and manufacturing, operations

staff, customer service and facility maintenance.

> Successfully surpassed each month's sales goal challenged by ownership

to return them to a profitable company.

> Increased sales by nearly 20% each month over the prior month and

returned company to profitability.

> Negotiated reduced rates on contracts from parts suppliers providing

annualized savings in the tens of thousands.

> Eliminated $280,000 of annualized payroll over a 6-month review of

ineffective employees unwilling to do their jobs.

> Reduced turn time on small and large jobs by simplifying quoting

process and quoting turn time by 50%.

> Directed RFQ process on plant remodeling projects, which saved the

company over $20,000 in capital expenditures.

> Provided necessary reporting to owners in a timely, effective manner

keeping them abreast of the positive progress being made.

> Added increased profits to the bottom line from day one on the job

getting company out of break-even into profits

> Increased production by over 40% of supply of parts to one of our

largest clients, which my predecessors had failed to do.

> Designed and managed construction project of new QC Department while

negotiating savings over $12,000 in construction costs.

> Eliminated need for costly offsite storage by selling unnecessary

scrap and adding $3,000 directly to the bottom line.

> Created effective developmental action plans in conjunction with Human

Resources Department.

> Drastically increased employee morale by continually evaluating it and

keeping it central in my main priorities.

Brent Broderick

506 Ansley Drive ( Ft. Wayne, Indiana ( 46804

260-***-**** ( ***************@*****.***

PROFESSIONAL EXPERIENCE

Star Engineering 1988 to 2010

Manufacturing Management Bluffton,

Indiana

Registered ISO/TS 16949 and ISO 9001 Facility

22-year tenure in the metal machining industry through a succession of

promotions, having started at the bottom in a production floor capacity.

Promoted to management and in that position assumed the Plant Manager

duties and responsibilities when that position was eliminated.

Specific Accomplishments

> Strategized, designed, and implemented fixtures with the process

engineer and the Vice President.

> Helped achieve a scrap rate below 3% for a continuous period of 7+

years.

> As a manager, I provided President updates on order and production

statuses, personnel issues, and employee vacations.

> Communicated back to the production shop staff the wants and needs of

the President or a specific customer's needs.

> Attended bi-annual IMTS Machining Trade Show for past decade, as well

as other regional industrial and machining industry trade shows.

> Kept abreast of current industry trends through the review of industry

periodicals to which I subscribe such as American Machinist, Modern

Machine Shop and Production Manufacturing.

> Set up, programmed, and operated several types of manual and CNC

machining equipment.

> Selected by President to act as ISO TSC 16949:2002 Internal Auditor

on the Quality team along with the other senior management.

> Prepared a cell where jobs are produced in an automated fashion

through the use of cutting edge robotics.

> Directed all functions of Shipping Department (i.e. creating proper

packaging procedures, securing bills of lading and use of common

carriers and other means of transport in most cost effective manner).

> Assisted the Process Engineer and Vice President in implementation of

new tooling to make jobs run easier and more efficiently.

> Planned, designed & implemented all functions of each customer's job

as it moved through the manufacturing process to achieve customer

satisfaction and maximum profitability for our company.

> Decreased customer's product rejection rate from 7% percent to less

than 3% percent.

> Led team to develop new and productive ways of manufacturing and

implemented cost cutting measures to achieve greatest ROI.

> Worked with Vice President to maintain inventory of perishable tooling

and maximize scrap revenues.

> Initiated a shop-wide no headphone policy to avoid mishaps regarding

the electric forklift.

> Successfully interacted directly with clientele at their facilities.

For example - Helped Tippman Pneumatics design how we

were going to engineer a process to manufacturer industrial grade

leather sewing machines for them.

> Enforced all general machine safety procedures (i.e. loose long sleeve

shirts, safety glasses).

> Utilized strong interpersonal skills to help company achieve an

extremely low turnover rate and the ability to attract, hire, train,

mentor, and retain employees, most of whom averaged at least a 15-year

tenure.

EDUCATION

Fairfield Senior High School Graduated -

Diploma

Fairfield, Ohio

Training in Metal Machining Trades 1988

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