BRANDON GRICE

**** **** ***** *****, ***** Blanc, MI 48439 989-***-**** ac78ae@r.postjobfree.com linkedin.com/in/brandon-grice

SUMMARY

A change-oriented, forward-thinking, and enterprising Continuous Improvement Manager with extensive experience in systems, schedule, production, and inventory management, as well as implementations, project coordination, performance reviews, forecasting, and strategic planning. Additional aptitude in client/vendor relations, contracts and negotiations, policies and procedures, customer service, and logistics. A broad-minded and results-driven leader with a keen eye for detail, ensuring highly efficient operations, maximizing workforce potential and capabilities, and going above and beyond to meet customer needs and achieve goals.

EXPERIENCE

ORCHID ORTHOPEDIC SOLUTIONS LLC

Lean Manager SCM and MPS, Bridgeport, Michigan, 2013-2018

Supervise quoting, design, customer service, planning and procurement teams for 5,000 sku/$70m medical device operation. Create and manage continuous improvement roadmap and lead CI activities by defining and communicating scope, objectives and direction to team members and management. Champion and lead lean initiatives by utilizing the company's strategic plan. Develop and facilitate training on the standards of lean principles, techniques, and methodologies. Establish actionable KPIs and performance management systems. Develop capacity models for budgeting and capital planning. Facilitate S&OP meetings with top customers.

Championed the development of capable-to-promise order acknowledgement process resulting in mean shift of on-time delivery from 72% to 91%. Set records for two highest delivery performance years in Bridgeport history and enhanced customer experience, supporting revenue growth of nearly $20m annually.

Developed tool to evaluate and create pricing strategy for largest MEP in company history. Enabled rapid analysis of pricing impact on GM2 during negotiation process and led to the retention of all existing business and award of over $5.0m new business estimated above target margin.

Spearheaded creation of a master scheduling process. Linked real-time customer ERP data to production schedule, WIP, FGI and forecast usage to improve finished good line item attainment from 70% to 100% for 150+ SKUs.

Provided IE support for shut down and relocation of $10m blade manufacturing facility.

Developed electronic performance management system bench marked by multiple facilities. Saved 25 hours/week of indirect labor which was transitioned to problem solving support.

Drove initiative implementing floater resources at constraint operations resulting in increases of 10% machine up-time and 19% value stream throughput, enabling $5.9m revenue enhancement without capital investment.

Established WIP control process and integrated KPIs into daily gemba walks. Reduced manufacturing lead time by 20% and inventory by $810k.

Led multiple SMED events resulting in set-up reduction of 30%. Estimated annual savings of 4,500 hours downtime or $112k.

Production Manager, Lansing, Michigan, 2012-2013

Special assignment requested by Director of Operations. Manage 50 to 60 full-time employees in medical implant manufacturing facility. Executed productivity, safety, job planning, manufacturing practices and strategy, quality control, continuous improvement and employee training, development and accountability.

Through multiple kaizen activities developed new fixtures, tooling and work cell layout resulting in 50% throughput and productivity increase while creating redundant capacity on one mill to support new product launch as needed.

Supervised kaizen integrating QC into production cell layout to improve first run yield, reducing rework by 75%. Introduced rework labor into production cell and balanced workload resulting in 100% throughput and 75% productivity increase.

Established 5S champions and implemented 5S audits to improve safety and transform the facility into the Corporate Office.

Lean Manager, Bridgeport, Michigan, 2011-2012

Lead continuous improvement team and support lean acceleration transformation project directed by board of directors.

Directed kaizen increasing gun drill department throughput by 50% and productivity by 79%. Annual savings of $150k and created capacity for $6.3m of new business.

Supervised initiative to right-size production cells balancing lean methodology and theory of constraints, created significant amount of redundant capacity enabling site to increase revenue by 72% over five years, with minimal capital investment.

Developed electronic OEE tracking tool and used data to pareto downtime and scrap opportunities for kaizen

JOHNSON CONTROLS

Continuous Improvement Manager, Lansing, Michigan, 2011-2011

Lead continuous improvement team to manage and facilitate projects utilizing JCMS tools and methodologies. Create and manage continuous improvement roadmap and monthly reporting of CI results. Facilitate JCMS tools and methodologies training for all employees and integrate management team into weekly waste walks for new project identification.

Eliminated second-shift door assembly through constraint management and line balancing. Standardized waste by implementing water spider to support two assembly lines. Resulted in $300k annual savings.

Spearheaded implementation of automated material delivery system. Resulted in ability to transition one material handler/shift to assembly.

Implemented fixed quantity variable time kanban system resulting in $150k inventory reduction.

Lean Implementer, Holland, Michigan, 2007-2011

Accountable for development and improvement of lean implementation and JCMS tools, with responsibility focused to foster a lean culture that delivers improved business outcomes through the education and training of employees.

Created layout and material transportation system to facilitate one piece flow reducing labor hours/EQU by 50%.

Integrated sub-assembly process into final assembly line and eliminated redundant operations, resulting in annual cost reduction of $225k.

Spearheaded creation of new fixtures for assembly line nut drivers enabling significant changes to order of operation and line balance. Generated $800k annual labor savings and staffed a new launch assembly line.

Created in-house raw material storage resulting in annual cost reduction of $360k. Enabled the relocation of a welding facility to Holland with minimal changes to overhead.

Decoupled track marriage assembly line and introduced buffer stock before constraint operation, resulting in annual cost reduction of $435k.

Arranged plant by value streams, resulting in head-count reduction of eight operators and annual cost savings of $360k.

TNT LOGISTICS NORTH AMERICA

Contract Manager, Nissan North America (NA), Smyrna, Tennessee, 2006-2007. Managed three full time employees, budget, P&L, and financial reporting. Strengthened and stimulated new relationships between TNT and Nissan NA. Generated new cross docking opportunities integrating additional TNT contracts to Nissan. Developed and implemented cost-savings initiatives. Served as first point of contact regarding customer service issues. Executed special assignment to design one-week Lean training modules, with focus on PM and Planning/Scheduling and two-week, on-site, "Basic Lean" project implementation plan, that included additional training modules and canned tools for implementation.

Lean Expert/Project Manager, Amsterdam, Netherlands, 2005-2006. One of two individuals selected to represent North America for the company's first lean manufacturing initiative. Completed extensive lean training and hands on implementation. Managed five lean implementation projects in UK, Europe, Canada and the US and presented results to executive teams. Trained change agents and team members while leading multiple kaizens focused on performance management, resource planning, 5S, and waste identification. Educated teams on tools to eliminate waste and implemented in warehousing pick/pack and JIT kitting operations.

Senior Supervisor, Materials Management, GM/Vector, Belleville, Michigan, 2003-2005. Managed two material management supervisors and one clerk. Directed consolidation of North American GM freight through shipments to Europe, Latin America, South America, and Australia. Led deconsolidation of international freight through shipments to North American GM plants. Provided person-to-person customer service for all North American GM plants. Executed special projects in EU and North America

YAMAHA MOTOR MANUFACTURING CORPORATION OF AMERICA

Production Planner, Newnan, Georgia, 2002-2003. Created daily production schedules for two plants. Managed inventory levels for all-terrain vehicle and golf car assembly lines. Supported project to reduce lead time of Japan components by one month. Created and maintained bill of materials. Reduced inventory obsolescence 15% by implementing new engineering change process.

EDUCATION

CENTRAL MICHIGAN UNIVERSITY, Mount Pleasant, Michigan

Bachelors Business Administration, Logistics and Marketing, 2002

SKILLS

Lean manufacturing trainer and implementer

Performance management systems

Waste identification and elimination

Cross-functional leadership and change management

Team development

Problem solving and A3 methodology

Theory of Constraints

Six Sigma and DMAIC improvement cycle

Statistical analysis using Minitab

Sales and Operations Planning

P&L statement and cost models

Project management

Training development and facilitation

ERP systems and SQL queries

MS Office Suite, Visio and Visual Basic

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