Brian L. Sitton

** ******* **** ****

Milan, TN *8358

731-***-****

ac8d8o@r.postjobfree.com

OBJECTIVE My passion is Leadership. My foundational belief is that Processes create Results and People work on Processes, therefore, the Results always begins with People. I utilize an intentional actionable process to develop synergy from diverse talents and backgrounds, empowering and uniting culture, in pursuit of a common Purpose and Vision. I seek a leadership role in the development of People, Process and Product.

EDUCATION University Missouri – Rolla

Bachelor of Science Mechanical Engineering

December 1991

PROFESSIONAL

EXPERIENCE Maclean Power Systems – Trenton, TN June 2018 – Present Value Stream Manager June 2018 – Present

I joined MPS on June 11, 2018 to lead the Anchors Value Stream. My focus has been to build a leadership team to improve performance through engagement of our culture and improvement of our processes. This focus has allowed our team to improve direct labor efficiency from 60% to 80%, a 33% improvement.

Dana – Power Technologies, Paris, Tennessee May 2017 - Present

Operations Manager May 2017 – May 2018

I joined Dana on May 15, 2017, investing the first 8 weeks in this role evaluating the leadership level of my operations team. The organizational structure provided (1) supervisor per shift and (5) hourly team leaders per shift. The shift supervisor’s time leading the shop floor was observed to be very limited and ineffective. The team leader’s interaction with the floor provided basic quality auditing, material handling, and changeover support. The shop floor ran itself with little leadership to engage and guide their actions. Subsequently, I developed a leadership plan to increase supervision to (3) per shift and eliminated the team leader role. Duties of quality auditing, material handling and changeover support would be assigned daily. This plan was approved and put in motion with hiring of additional supervisors beginning immediately. I coached the supervisors to engage the shop floor in their actions, and continue to do this.

Operational Metric Improvements

Safety TRR<0.8

26% reduction in internal scrap; 3.5% of sales to 2.6%

94.3% On-Time Delivery performance; 6.1% improvement

98% Efficiency; 22.8% improvement

Leroy Somer, Lexington, Tennessee Feb 2006 – May 2017

Business Unit Manager – New Business Development Jan 2015 – May 2017

In January, 2015, I began independent pursuit of a new business opportunity in power generation from the world’s largest untapped resource of renewable energy, Ocean Waves. This began with a simple stamping job. Previously, LS had never performed work for parties outside the organization. Being faced with a downturn in business, I pursued outside work to utilize idle equipment and prevent displacement of employees. When approached with the opportunity, I assembled a team to immediately evaluate and quote the work, which was awarded. This initial stamping job grew into additional opportunity well within the core competencies of our facility. Prototyping was completed December 2016.

Assembly, Sub-Assembly, Mechanics Business Unit Manager Aug 2012-Jan 2015

Operational Metric Improvements

67% improvement in Safety TRR<0.8 – best performance in site history

58% reduction in internal scrap; 1.7% of sales to 0.72%

99% On-Time Delivery performance; 23% improvement

36% improvement in Inventory Turns

Kaizen Improvements

Form Coil Cell – 20% improvement in productivity with 85% reduction in wip

Exciter Cell – 30% improvement in productivity with 70% reduction in wip

5S certification system – establishing ownership by process experts

Financial Improvements

Exceeding profitability targets year after year, highest in plant history. During a period of low sales volume, ALL financial metrics improved.

Quality / Process Engineer – High Voltage Feb 2009 – Aug 2012

Current State Value Stream Map – Lexington 600, 800, 1600, 1800

8D Problem Solving

Quality / Process Engineering Support for High Voltage Production.

Quality Improvement / Communication to Shop Floor from customer.

Internal Defect Investigation / Analysis

Project Eng. - High Voltage Form Coil production - Reynosa, Mexico facility through Equipment Specification, Quoting, Capital Authorization, Equipment Ordering, Project Planning & Tracking, Construction, and Start-up

Initiated “First 5” Continuous Improvement Program across Lexington facility.

Participant in Main Rotor Scrap Reduction Team, reducing Magnet Wire scrap across facility by 90% over 6 month period. Implemented Standard Work for Rotor Winding Process by observation, evaluation and validation of “best practices” across Lexington and Mankato facilities.

Currently leading Electronic Torque Monitoring project in Lexington facility in Main Rotor and Assembly processes. Technical support for parallel project in Reynosa, Mexico facility.

Panasonic Torque Control Impact Application in Assembly

Implemented Voice of the Customer – Lexington

Lexington S.C.O.R.E.S. board displaying daily firewall rejects to associates.

Reynosa Torque Control Assembly Tools Project

Support Planning and Review of Powder Paint System Replacement – Lexington

Process Engineer Feb 2006 – Feb 2009

Transfer of Medium Frame SR5 Generator Sub-Assembly, Final Assembly, and Final Paint Operations from Lexington to New Facility in Reynosa, Mexico.

Designed and Implemented Reynosa Medium Frame SR5 Assembly Department Layout and Material Flow Based Upon Lean Principles.

Bench Marked Small Frame SR5 Generator Production Processes in Fuzhou, China; Sillac, France and Olomouc, Czech Republic for Transfer to Reynosa, Mexico Facility.

Designed and Initiated Reynosa Small Frame SR5 Assembly Department Layout and Material Flow Based Upon Lean Principles.

Bench Marked Large Frame 1400 / 1600 Exciter Rotor and Stator Production Processes in Olomouc, Czech Republic for Transfer to Reynosa, Mexico.

Designed and Implemented Reynosa 1400 / 1600 Exciter Rotor / Stator.

Developed and Maintained Reynosa Plant Layout using AutoCAD.

Maintained Lexington Plant Layout using AutoCAD.

Designed High Voltage Frame & Core Machining Process Flow Layout for Lexington

Constructed Current State Value Stream Map of 600 & 600 SR4 Processes in Lexington

Teamed with Caterpillar to Develop Combined Current State Value Stream Map of 600 & 800 SR4 Processes between Lexington and CAT – Griffin, GA and CAT- Lafayette, IN.

Kaizen Team leader responsible for Medium Frame Machining Processes in Lexington, TN

Designed Tools, Fixtures, Carts, Etc using AutoCAD and Sketch-Up Pro 3D Modeling Cad Software.

Seigel-Robert Automotive, Newbern, Tennessee April 2002 – Jan 2006

Program Manager / Quality Engineer July 2004 – Jan 2006

Quality Customer Service to Toyota Motor Manufacturing of Indiana to resolve all quality related issues.

Quality Customer Service to North American Lighting, Salem, IL to resolve all quality related issues.

Plant leader in root cause problem solving through Kaizen activities.

Maintain Plant Layout Drawing using AutoCad 2002.

Manufacturing Engineering support for all Toyota production in our plant.

802N Sequoia Grill Program APQP, PPAP, Launch, S.O.P. 8/04

802N Sequoia License Pocket APQP, PPAP, Launch, S.O.P. 5/05

Nissan Maxima Tail Light Garnish Program APQP, PPAP, Launch S.O.P. 8/05

033L Sienna Grill Program APQP, PPAP, Launch, S.O.P 9/05

GMX-272 Cadillac Rocker Panel Program APQP, PPAP, Launch, S.O.P. 10/05

Work Cell Design / Layout using AutoCad 2002 for all Launches.

Cell Work / Labor Balance for all Launches.

Current / Future Value Stream Mapping for all Launches.

Continuous Improvement Engineer April 2002 – July 2004

Established Kanban quantity and associated WIP carts resulting in a $100,000.00 cost savings in Honda Odyssey Grill & License Pocket program.

Developed and Implemented Heijunka / Production Leveling for Paint Production.

Developed and implemented future state Value Stream Map for Silverado Assembly, which provided a $420,000.00 labor savings annually.

Composed current and future Value Stream Maps for Odyssey, Avalanche, Silverado, S-10, Colorado, Tundra, and Sequoia assembly cells.

Developed layouts for Odyssey, Avalanche, Silverado, S-10, Colorado, Tundra, and Sequoia assembly cells during start-up of new manufacturing facility.

Project Leader to expand base coat capacity of paint system by 33%, bringing project from conception to completion 1 month ahead of schedule, within budget.

Prototyped, developed and implemented vertical paint rack in GM SUV-Z71, providing a $200,000.00 per year cost savings.

Developed and implemented Tundra assembly nest modifications which eliminated nest scratches on chrome surfaces resulting in scrap reduction of $50,000.00 / year.

Developed and implemented Sequoia assembly nest poke yoke which eliminated nest scratches on painted surfaces resulting in scrap reduction of $35,000.00 / year.

Proposed, designed, and implemented addition of filtration to 3 stages of parts washer for reduction in paint line dirt defects providing a projected annual savings in excess of $300,000.00 / year.

Implemented O.M.D.D. (Operations Management Development Department) team problem solving, which utilizes Management, Engineering, and Supervision in focused work teams to solve problems.

Maintain Plant Drawing using AutoCad 2002.

Allsteel Systems Components, Milan, TN Aug 1997 - Jan 2002

Anheuser – Busch Companies, St. Louis, Missouri Aug 1996-July 1997

Maytag Corporation Jul 1992 -Aug 1996

CONTINUING

EDUCATION

Emerson – Advanced Leadership June 2013

Emerson – Lean Sponsors Sept 2012

7 Habits of Highly Effective People Mar 2012

Master Trainer, Continuous Improvement July 2004

Learning to See – Value Stream Mapping Nov 2003

Problem Solving – Asking the 5 Whys Sep 2003

Mistake Proofing Aug 2003

Lean Manufacturing – 101 Apr 2002 Lean Initiatives May2002

TJ Snow – Resistance Welding Feb 2002

Allsteel Group Leader / Manager Training

On-the-Job Training Nov 2000

Respect & Responsibility Sep 2000

Maximizing Performance Aug 2000

How to be a “Super” Supervisor July 2000

Walk Awhile in My Shoes Jun 2000

Creating Trust May2000

Communication in the Workplace Apr 2000

Guiding Conflict Resolution Mar 2000

Ergonomic Workplace Design Workshop Sep 2000

Metalsoft Fabriwin 5.1 CNC Programming Jan 1998

Rapid Continuous Improvement (RCI) Sep 1997

Seven Habits of Highly Effective People May1997

Geometrical Dimensioning and Tolerances Study May1995

Injection Molding Technology Study Feb 1995

Quality Audits for Improved Performance ASQC Jan 1995

Technicomp Problem Solving Series Sep 1994

Certified SPC Instructor Nov 1993

Maytag Cross Training Program Oct 1992

Engineer – in – Training Dec 1991

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