KEVIN P. BRADY

*** ***** ***** ***, ** • Charleston, Tennessee 37310

C: 423-***-**** • ac1qaj@r.postjobfree.com

https://www.linkedin.com/in/bradykevin/

DIRECTOR OF CONTINUOUS IMPROVEMENT / MULTI PLANT MANAGEMENT Extensive experience identifying and generating bottom line savings through operational restructuring, process improvements, and Lean initiatives across diverse manufacturing industries. Experienced P&L management of public and private manufacturing locations, both union and non union. High energy, customer focused, results oriented motivator with excellent team building and communication skills. Product and Manufacturing Engineering experience provides technical expertise to solve challenging business issues. PROFESSIONAL EXPERIENCE

CHASSIX Inc, Southfield, Michigan March 2016 to June 2017 Automotive Industries largest vertically integrated global source for precision chassis castings and machining solutions. Negotiated exit– company sale pending

Plant Manager: Shelbyville, TN

80MM in revenue, achieved 16% EBITDA. Executed action plans towards budget challenges

Achieved lower direct labor costs by reduced cycle times on 67% of the plants programs, below standard

Reduced overtime 10%, eliminated working holidays and reduced weekend hours

Cut working capital requirements by reducing days-on-hand purchased inventory 43%

Generated cost reduction with Quality initiatives through robotics and automation saving 1MM annually

Identified iron knuckle fixture issues through 6 Sigma techniques, changes reduced scrap 4% and increased first time yield to 96%. Improved Nissan customer satisfaction

Identified and lead plant initiatives towards strategic growth adding 1.7MM in CAPEX Director of Global Continuous Improvement: August 2013 to February 2016

Quantified programs company wide that provided greatest EBITDA impact, 8-12MM annually

Introduced Operational Consulting firm to quickly achieve 2.4MM EBITDA saving annually

Initiated CI activities across 24 plants. One initiative reduced aluminum casting scrap, saving 1.4MM by incorporating product design changes and process improvements

Accomplished Plant turnaround, South Georgia, 1.2MM monthly EBITDA loss turned profitable. Coached team members, improving all KPI’s (EBITDA, Quality, Delivery, OEE, Scrap). Developed 2017 budget

Improved performance of Warren, MI facility as interim Plant Manger, increased EBITDA to 10%, recruited new Plant Manager. Eliminated customer focus on newly launched Ford program Platinum Equity, Beverly Hills, California November 2012 to August 2013 Specialize in acquiring operationally complex, middle market businesses, uncovering opportunity, creating value. Transferred to Chassix – Partners requested assistance with Chassix performance, a portfolio company Vice President Merger & Acquisition Operations:

Identified manufacturing opportunities; material, labor, process, asset utilization and maintenance through due diligence. One target location; poor maintenance practices drove 20% OEE. Quantified results for post deal execution. Example; Replacement of extruded copper pipe delivery system costing 2M

Generated strategic deal points; traveled globally assessing target plants; such as, potential environmental issues with million dollar implications M-TEK INC., VW Supplier Park, Chattanooga, Tennessee November 2011 to November 2012 Manufacturing and sequencing facility dedicated to JIT assembly of headliners and door trim panels for VW. Recruited by Platinum Equity Partners

Plant Manager: Created structure, instilled discipline and increased intensity for a team lacking leadership

Initiated Engineering Change Management process saving 130K in obsolescence

Implemented in-source of door panel assembly line, eliminating daily shortages, saving 500K annually

Improved customer relationship with MP&L and Quality Department by delivering on commitments 100% Resume

KEVIN P. BRADY • Page 2

C: 423-***-**** • ac1qaj@r.postjobfree.com

US FARATHANE CORPORATION, Jackson, Tennessee September 2010 to October 2011 Injection molding company; specializing in two shot for automotive industry. Termination – fundamental differences

General Manager: Launched multiple new programs in four months. New business and increased demand accelerated revenue 1.6MM monthly

Planned and expanded production capacity, adding 8 presses; strategically developed new plant layout

Outsourced production tooling, negotiated pricing below internal cost. Reduced capacity constraints and overtime demand by 90%

Initiated technical improvement teams increasing efficiency to 85% by reduced changeover times saving 30 min., reduced scrap cost 9K monthly, and improved cycle times ECLIPSE MANUFACTURING, Sheboygan, Wisconsin June 2009 to September 2010 Metal stamping company creating complex multi strip and deep draw products; medium volume, high SKU and mix; Plant operated 24 presses from 20 – 400 ton, robotic and manual welding, painting, and plating. unionized. Recruited to USF

Plant Manager: Aggressively drove manufacturing improvements

Increased profitability 2.5% on lower sales; revenue 13MM

Improved manufacturing efficiency immediately; productivity increased 15% by reduced cycle times

Maximized inventory reduction by cutting high volume material purchases and improved turns 6%

Introduced Lean tools driving continuous improvement (VSM, Kanban, POU, visual factory), awarded 30K state grant for Lean employee training. Achieved zero ISO9001:2008 findings, OTD improved to 98% TECUMSEH POWER COMPANY, Dunlap, Tennessee January 2008 to May 2009 Global engine and transmission manufacture serving outdoor power equipment industry. Company closed, lost major customer- Platinum Equity Partners Portfolio Company Director of Operations: Plant restructuring, including full budgetary and P&L accountability, 90MM in revenue. Mentored staff and salary personnel; drove Lean initiatives to enhance efficiency

Elevated customer satisfaction; reduced lead time 35% by spearheading cellular manufacturing

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

Drove $360K annual savings through creation of a supplier quality program. QS 9001 and ISO14001

Decreased manufacturing expenses 33% delivering $820K in annual savings, renegotiated local vendor services and reduced purchased inventory 11%. Reduced customer PPM from 9,815 to 171 COLLINS & AIKMAN CORP, Athens, Tennessee October 1984 to December 2007

(Previously TEXTRON AUTOMOTIVE COMPANY, Previously DAVIDSON RUBBER COMPANY) World’s largest injection molder and leading manufacturer of automotive interior trim components, facilities worldwide with 23,000 employees. Company closed - exited automotive business Multi Plant Manager: Two Tier 1 manufacturing plants, Tennessee and Kentucky, 140MM sales

Cut scrap in high-cost TPU material, saving $160K annually. Lead engineering and process initiatives

Expanded profit margins 10% through implemented cost-savings, in-sourcing, Kaizen and Lean initiatives. Eliminated painting and pre-colored resins, improved flow and reduced cycle times

Recognized by executive management; exceeded EBITDA target by $700K on additional $1.2MM sales

Decreased new program capital spending by $2.3MM cultivating innovative engineering alternatives ENGINEERING CAREER HIGHLIGHTS: Full details upon request EDUCATION

Bachelor of Science in Business Administration, Minor in Finance TENNESSEE WESLEYAN UNIVERSITY, Athens, Tennessee

Associate of Science, Mechanical Engineering

NEW HAMPSHIRE TECHNICAL INSTITUTE, Concord, New Hampshire Resume

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