Lean Transformation

S. Lee Brent, Jr.

Lumberton, NJ ***** 609-***-**** ac6ezy@r.postjobfree.com linkedin.com/in/leebrent

OPERATIONAL EXCELLENCE & LEAN LEADERSHIP

Leads companies in productivity improvements, reduced labor costs, and improved Quality.

Implements Lean & Continuous Improvement, creates and implements strategic plans. Develops leaders to drive results using the critical few KPI’s and holding team members

PROFESSIONAL EXPERIENCE

Director of Organizational Transformation

BRENT 2014 to Present

Improves results by changing the culture of organizations to adopt Lean and Operational Excellence.

Set all-time productivity records

Wrote and began implementation of a strategic plan to increase manufacturing throughput by 50% reduce overtime by 26% and eliminate temporary labor

Coached Managers and Leadership teams

Developed the critical few KPI’s, Gemba walks developed accountability and improved results

Director of Excellence

ASTRO PAK 2013 - 2014

Established and led the Lean transformation, in six sites, in deployment of environmental services

Total Productive Maintenance, increased equipment availability from 42% to 95%

Reduced initial defects by 64% by assigning team accountability to audit results.

Improved customer satisfaction by 27% meeting with customers - work complete and on time.

Director of Engineering and Continuous Improvement

PSC ENVIRONMENTAL SERVICES 2012 - 2012

Championed optimization efforts in three facilities

Implemented visual factory and value stream & process mapping eliminated non-value added steps.

Increased productivity 19% by creating one piece flow, scheduling broker deliveries, team huddles.

KPI’s & standard work developed, individuals trained and teams held accountable.

Director Operational excellence

BRENT 2004 - 2011

Tyco

Reduced customer lead-time by 36 days.

Created a cross functional team of contracts, sales, customer service and engineering.

Reduced order entry errors using a web based portal; increased bid to order wins.

Eliminated six heads, improved customer satisfaction, established a COE.

S. Lee Brent, Jr

Myers Lawn & Garden

Improved machine uptime from 69% to 94% - $11 million in incremental sales volume.

Reduced rework and lowered overtime by $2.2 million; eliminated ten heads, $800,000.

Resin costs savings of $500,000, process improvements from trials and BOM adherence.

Rohm & Haas

Improved capital deployment client captured an additional $4.2 million in tax savings.

Reduced process complexity by reducing the number of project types from 14 to four.

Distributor Products

Led a turn-around of a company about to enter bankruptcy.

Managed new customer service and accounts receivable teams.

Rebuilt balance sheet and income statements Collected $500K in A/R over 180 days.

Reduced inventories $2.5 million (60%), negotiated supplier settlements.

Coca-Cola

Developed and installed 31 SOX compliant SOP’s in 24 distribution centers.

Reduced off-day shipments & distribution complaints; improved on-time delivery.

Performance Management Project Manager

RLG International 1998 – 2004

Boeing

Root cause analysis reduced initial defects by 67% - $3.7 million in labor costs and parts.

Installed 5S for tools and materials in aero seal department labor cost reduction $817K.

Identified redundant & poor performers. 200 suppliers eliminated ($600,000 savings).

Engineering criteria strengthened $40 million inventory reduction.

Williams’ Communication

Increased revenue $9.2 and EBITDA $5.4 million working with sales to close deals early.

Developed customer installation program reduced initial service calls 58% - $1.9 million

Reduced maintenance calls by educating customers on easy solutions $595K savings.

Improved customer satisfaction from 34% to 90% through a recognition competition.

EDUCATION

Masters of Business Administration The University of Memphis

Bachelor of Science Accounting The University of Alabama

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