Bryan E. Simoncic Kansas City, MO ***** Home: 816-***-**** acwhmn@r.postjobfree.com

A valued leader, who takes strategies to implementation, sets high standards for engineering and manufacturing innovation, empowers people to take their ideas into action, and evaluates/makes change improvements. Put efforts into motion accordingly based on education, experience, and knowledge.

MBA, University of Missouri, Operations Management & Accounting, 1996

BSMET, Pittsburg State University, Mechanical and Plastics Engineering, 1988

SAE member, Big Brothers & Sisters, United Way, All American Strong Safety

Strategic and Business Planning (manpower, capacity, capital spending)

Budgets and Financial Systems (P&L, ROI, payback, cash flow)

Performance Scorecards (safety, quality, delivery, cost, inventory)

Continuous Improvement Systems (cost reduction, 55 Lean events completed, Theory of Constraints)

Master Planning and Scheduling Systems (significant experience in production scheduling)

Production Systems (setups, run and in-cycle machine times, efficiency, asset utilization)

Safety Systems, Policies and Programs (OSHA, new hire orientation/training, job briefings, enforcement)

Engineering Processes and Tools (specifications, design reviews, DFA, Control Plans, DFMEA, PFMEA)

Inventory Systems and Controls (days on hand, WIP, variances, carrying cost, line stocking, cycle counts)

Quality systems (ISO, QS9000, 8D corrective actions, control plans, process capability studies, PPAP)

Supply Chain Management

Leadership Overview

Years

Company

Type of Manufacturing

Business Unit Manager

Current

Brunson Instruments

Precision CNC Machined Instrument

Director of Production

6 years

Fleet Body Equipment

Heavy Equipment Vehicle Assembly

Director of Operations

3 years

Kalmar Industries

Heavy Truck Manufacturer

Multiple Positions

10 years

Haldex Corporation

Heavy Truck Brake Systems Manufacturer

Brunson Instrument Company, Kansas City, MO (2011 to Current)

Business Unit Manager

Responsible for P&L and staffing of multiple small business units ($12m in revenue) that makes precision-machined metrology instruments. Business unit structure(s) include customer service, production, purchasing, inventory control, quality and safety. Significant (tactical) efforts put into Quality System, ERP system, Supply Chain Point of Use Inventory Control, Safety program, KANBAN replenishment system, customer buying analytics, consumable store and 5S. Strategic (organic) efforts put into Customer expansion, New Innovation Committee, Vertical Market Alignment, OEM value-add propositions and Master Facility Planning.

. ARI / Fleet Body Equipment / Auto Truck, Kansas City, MO and Fort Worth, TX (2006 to 2011)

Director of Production & Services for multiple plants

Responsible for customer service, engineering, purchasing, scheduling, production, quality and service staffing of medium-sized business that makes heavy duty, maintenance equipped vehicles for the railroad industry. Fabrication, weld, assembly, testing, 2 locations, 85 employees.

Strategic initiatives put in place to make a major impact on P&L, overall operating efficiency and performance metrics of both plants each with their own unique challenges. Directed the focus to changes in plant leadership, production scheduling, key KAIZEN events, and the use of engineering build standards. The changes resulted in a 50% cut in delivery lead times, labor cost reduction of 22%, 16% improvement in gross margins, less breakage and more standardization of product. Additionally, the sales force became confident in our performance and aggressively bid jobs with success. With a lot of work, these plants went from below average to high performance.

Harley Davidson Contract Engineer, Kansas City, MO (2003 to 2006)

Supplier Quality Engineer

Responsible for 33% of their supply chain. Front forks, stamped fenders, disc brakes, triple tree brackets (polished forgings), clutch and brake levers, swing arms, clutches, light system components and miscellaneous cosmetic chrome covers.

Became intimately familiar with HD quality and production practices. Met daily with HD Operations to report out on supplier quality defects and corrective actions. Supported all motorcycle assembly lines and provided trend data for senior management.

Ottawa Truck / Kalmar Inc, Ottawa, KS (2001 to 2003)

Director of Operations

Responsible for engineering, purchasing, scheduling, production, quality and maintenance of medium-sized business that makes vocational, industrial-type trucks. Vertically integrated factory included plasma tables, brake presses, shears, weld, power coat, paint and truck assembly. 275 union employees

Maintained a high-performance plant meeting performance goals for delivery, quality, safety and labor efficiency. Scheduled build rate and staffing according to backlog. Conducted monthly town hall meetings. Introduced KANBAN card system and some basic KAIZEN principles. Part of the startup team for Shanghai assembly operation. Participated in union contract negotiations and union disputes with labor representatives.

Sika Corp, Kansas City, MO (2000 to 2001)

Program Manager

Opportunity to manage new product launches from prototype to production for an automotive supplier that makes injection-molded, interior components. Drove projects using Microsoft Office Projects (schedule, cost, resources) following PPAP/APQP processes. 40 products launched for GM, Ford, Daimler Chrysler, Toyota and Nissan.

Midland Brake / Haldex Brake Systems, Kansas City, MO (1990 to 2000)

Hired as a Project Engineer and moved into a management fast-track path while getting an MBA.

Project Engineer, 4 years

Responsible for clutch and brake system projects from concept to production for the heavy duty truck and trailer industry. Launched full function anti-lock valve, clutch disc brake and diaphragm clutch. Awarded 2 patents and the company’s first engineering honor for performance.

Business Unit Manager, 3 years

Transferred to flagship, manufacturing plant to gain knowledge. Responsible for Power Business Unit including purchasing, scheduling, engineering, production and maintenance staffing. CNC machining, Powder Coat, Tool Shop, Assembly, 200 employees Completed 54 KAIZEN lean events in 1 year. Awarded highest supplier rating from Caterpillar.

Engineering Manager, 3 years

Responsible for 15 engineers, designers and draftsman that designed new brake system products and maintained current designs in production. Part of team to rollout ISO/QS9000 company-wide. Led cost reduction teams for $400k savings on one product line.

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