Matt Bremmerkamp

** ********* *****, ******, ** *2025

270-***-**** acqewz@r.postjobfree.com

OPERATIONS & LOGISTICS MANAGEMENT

** ***** **** ******* ******, Unilever & Toyota

Track record of reducing annual operating costs and eliminating waste:

$1.1M for Toyota and $900K for Unilever.

Operations professional with multi-plant engineering, maintenance, logistics and lean manufacturing background. Strong ability to lead teams successfully in demanding environments. Effective customer, vendor and inter-departmental liaison with outstanding relationship management and negotiation skills. Viewed by peers and management as a solid performer applying effective methods to meet corporate goals and improve bottom-line. Successful track record driving system improvements and providing quality leadership in innovative and fast-paced environments. Lean manufacturing experience in TPM and TPS in automotive and high-speed manufacturing industries. Capital and expense project management experience. Budget management experience to $30M. Available for immediate interview.

EDUCATION

Professional MBA 1999

Washington University Olin School of Business

St. Louis, Missouri

Bachelor of Science – Electrical Engineering 1990

Missouri University of Science & Technology; Rolla, MO

Training & Certifications:

TPM (Total Productive Maintenance) Certified Instructor Electrical 70E OSHA 1910 Regulation Training Kaizen/Continuous Improvement Leader TPS and Lean Manufacturing Tier 1 Automotive Supplier Experience

PROFESSIONAL EXPERIENCE

UNIPRES USA, INC – Portland, TN & Smyrna, TN 6/2014 - Present

Tier 1 Automotive Supplier of Steel Structural Parts, Primarily to Nissan & Honda

Maintenance Manager

Recruited by Unipres & former Nissan leadership to drive the performance turnaround of a non-union plant. Responsible for

the maintenance operations of 5 different sites, led by 3 section managers and a senior engineer that report to me. We are

transitioning maintenance from reactive to pro-active through the addition of 2 planners, a trainer, a team leader and additional

technicians to support 24/7 growth. I’ve also partnered with HR to address our hiring needs and dismiss others not cutting it.

I currently manage an $18M annual budget spend and a majority of the contracted services as well. Spare parts operations

were outsourced to Hagemeyer in September to allow us to focus on our core strengths and needs.

PGW - Pittsburgh Glass Works – Evansville, IN 11/2013 – 6/2014

Tier 1 Automotive Glass Supplier to Domestic & Foreign Automakers

Maintenance Manager

Recruited by Plant Manager to drive the plant performance turnaround of a union workforce. Managed multi-department

supervisors, technicians and engineers for production, facilities and all contracted services. Transitioned maintenance practices

from reactive to pro-active initiatives. Re-aligned several personnel into “better fitting” jobs, a win-win initiative.

CBRE @ Electrolux Manufacturing Client Site – Springfield, TN 02/2013 – 11/2013

Assembly Line production of 30” kitchen ranges

Facilities Maintenance Manager – Startup of new customer account

Responsibility for all building, grounds & facilities maintenance through a staff of technicians. Manage contracted services

of Security, Janitorial, Fire Systems, Cafeteria Services, Waste & Recycling, Lawncare, etc. Manage all planned and

corrective maintenance of boilers, chillers, HVAC systems, fire systems, compressors (all non-production related items).

Self Employed - Internet sales & distribution z12/2010 – 01/2013

KIK Custom Products – Danville, IL

02/2010 – 11/2010

High Speed Manufacturer of Aerosol and Liquid filling for Personal Care Products Companies

Maintenance Manager

Directed a staff of 70 technicians, including a coordinator, and 3 supervisors. Technical responsibility for 9 aerosol packing lines, 2 liquid filling lines, propellant and tankfarm handling areas.

Hired to add structure and leadership to a team, reduce turnover, and raise performance and morale.

Implemented RCA for breakdowns exceeding one hour, and for all quality hold defects. Implemented performance KPI line boards containing weekly updates for efficiencies, breakdowns, top 10, etc.

Implemented failure part analysis whereby all part failures were kept/analyzed, and used for repetitive failure countermeasures, new employee training, root cause analysis, etc.

Initiated set-up sheets to expedite line changeover time and reduce errors

Abengoa Bioenergy of Indiana – Mt. Vernon, IN 03/2009 – 02/2010

Ethanol Producer

Logistics Manager

Leadership of all inbound and outbound materials and finished goods processing and scheduling.

Startup of new facility, responsible for recruiting/hiring staff of material handlers.

Manage truck and rail shipments, loading and unloading of corn, feed and ethanol products.

Toyota Motor Manufacturing, Indiana, Inc. – Princeton, IN 02/2005 – 04/2009

Automobile Manufacturer

ENGINEERING SPECIALIST – Paint & Plastics Departments

Project management of energy, environmental and safety initiatives. Philanthropy TMMI committee member, community charitable funding.

Project leader for “Safety Culture” program launch across 3 business units with of 700+ employees.

Produced $500K annual energy savings and reduced environmental / safety impact through:

Implemented HVAC reduced run schedules. Replaced inefficient lighting with T8 light fixtures.

Reduced paint booth operating hours and temperature set points. Led compressed air leak campaign. Launched equipment startup / shutdown standards to reduce runtimes.

Unilever HPC-USA – Jefferson City, MO

06/1999 – 02/2005

International High-Speed Manufacturer of Nutritional, Hygiene, and Personal Care Products - $51M Annual Revenues

MAINTENANCE MANAGER – FACILITIES (06/2003 – 02/2005)

Selected by Plant Manager out of a pool of 5 candidates to reduce budget overruns and staff. Directed a staff of 27 direct and 23 indirect reports; hiring, evaluations, training. Oversaw third-party service contractors, building, grounds, real estate, powerhouse and wastewater operations. Provided indirect materials and spare parts procurement and management. Managed mobile eqpt. and company car fleet.

Reduced direct report group size from 27 to 18 within 1st year driving $600K annual cost savings.

Partnered with HR to offer retirement incentives or alternate assignments for displaced staff.

Absorbed workload with remaining staff and minimal outsourcing.

Reduced budget spending 10% annually representing $600K savings over 2 years.

Consolidated contractor services, and implemented approval process for employee expenditures.

Reduced spare parts inventory levels, and decreased employee overtime expenses.

MAINTENANCE MANAGER - MANUFACTURING (06/1999 – 06/2003)

Challenged to modernize maintenance activities. Oversaw engineering and maintenance for production operations, direct materials supplier quality, and product engineering. TPM certified training instructor.

Project leader for “Behavior Based Safety” program plant launch.

Led TPM (total productive maintenance) activities for high-speed packing lines.

Implemented formal planned and predictive procedures through CMMS Maximo vs ad-hoc process

Launched KPIs to monitor mean time between failures (MTBF), mean time to repair (MTTR), and operating efficiency (OEE).

Full time MBA Student

09/1998 – 06/1999

General Motors Corporation – Wentzville, MO

05/1986 – 09/1998

Automobile Manufacturer

SENIOR PROCESS ENGINEER - Paint department (04/1996 – 09/1998)

Promoted over 3 peers to gain management of 20 non-skilled and product quality employees. Technical leader of process applications and equipment. Inventory and quality responsibility for direct materials.

.MAINTENANCE SUPERVISOR – paint department (04/1992 – 04/1996)

Promoted to first staff management position with skilled staff of 20 direct reports. Responsibility for paint production equipment, plant HVAC, and substations.

Plant start-up technical / supervision support or 40 direct reports during an 18-month, $500M plant renovation. Managed demolition, construction, and start-up activities within paint department.

PLANT ENGINEER – paint & assembly departments (01/1991 –04/1992)

Energy management program leader for entire manufacturing site. Provided electrical engineering project and operations support for assembly and paint divisions.

CO-OP PROGRAM STUDENT (05/1986 –12/1990)

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