Brian Meccariello

Brooksville, Fl., *****

352-***-****

Email: acxewz@r.postjobfree.com

PROFILE

Innovative process oriented Senior Manufacturing Manager with experience managing multiple site facilities, relocations, start-ups, expansions, and shutdowns. Effective team player that works well across the entire organization as a Senior Management team player, and understands the whole business is greater than the sum of its parts. Strong analytical and communication skills combined with the ability to structure an organization and its processes to most effectively meet business goals and objectives. Fiscally responsible and capable of creating sensible budgets while maintaining cost flexibility as business conditions change. As a creative problem solver, I believe there are no problems too large to solve. I thrive on developing and implementing strategic initiatives and utilize Lean/Six Sigma concepts to ensure company goals and visions are met; as adept at cost cutting as developing initiatives to support growth. I have the unique ability to cut through the haze and identify the root of operational problems and apply the necessary lean/process improvement solutions for the particular issues that the business is facing. Experience with the following manufacturing processes: tig welding, mig welding, flux-core welding, sub-arc welding, CNC machining, manual machining, mechanical pressing, hydraulic pressing, forming, shearing, plate rolling, breaking, sandblasting, painting, polishing, electro-polishing, cut to length, hydro-testing, gas testing, vacuum testing, brazing, stamping, laser welding, saw cutting, degreasing, spot welding, glue operations, punching, glassing, and assembly operations in high volume and low volume engineered to order products.

PROFESSIONAL EXPERIENCE

Pfaudler Inc., Rochester, NY Sept.2011 –Nov. 2015

Pfaudler Inc., a global company headquartered in the U.S; most recently owned by National Oil Well Varco, and prior to that a division of Robbins Myers, produces glass lined reactors/mixers, conical dryer blenders, wipe film evaporators, heat exchangers, condensers, and multiple spare parts in accordance with ASME, PED, and Chinese pressure vessel codes. The Rochester location is responsible for $60 million in annual revenue and employs a 100 person manufacturing team. Functional responsibilities include planning, processing, storeroom, shipping and receiving, manufacturing, and safety.

Plant Operations Manager

Tasked with developing a manufacturing concept to effectively implement the newly created center of excellence for Rochester operations. Utilized Lean, and Six Sigma methodologies to analyze the current process flow and to create the future value streams. The results of the analysis led to the development and implementation of three distinct value streams. This was achieved by restructuring the current departmental set-ups and creating process flows as generated by the future value stream maps. Since January 2013, we have focused on three new product/customer oriented value streams. The three streams represent re-glassed refurbished vessels, spare parts, and alloy vessel manufacturing. These product/market focused organizations have been set up to include all necessary resources (people and equipment) aligned in a process flow so that the product starts and finishes within the new value stream. The initial results from an on time delivery perspective have been phenomenal. Average on time delivery had been 50% for two groups prior to the restructuring. The average OTD for one of the new groups is 95% and 86% for the other two. We have also achieved 5% productivity improvement and cycle time improvements ranging from one to eight weeks.

Established a process improvement team including shop employees for alloy products. This team has been responsible for developing an improved shop layout that has dramatically reduced material movement distances by relocating people and equipment into a more streamlined production flow. This change accompanied with a 6S implementation, the purchase of 6 new pulse-mig weld machines and a new ESAB sub arc welder has driven a 10% improvement in productivity and reduced cycle time by four weeks.

Oversaw and implemented numerous improvements to the planning modules in the Movex-ERP system. These improvements enabled the development of various reports that have yielded analytical information which have supported measurements utilized to drive improvements. Some of the measurements are related to productivity, utilization, live time study comparisons, and cycle times.

Rallied the organization to become more product cost focused. Directed accounting and manufacturing resources regarding the methodologies to accurately cost products. The constant evaluation of product cost has allowed us to strategically focus on cost improvements that yield increased sales volume and greater operating results.

Implemented numerous small productivity improvement actions to support cost and cycle time reductions. Developed “tools” to better predict workforce and overtime requirements.

Implemented various measurements to evaluate the value streams and to aid supervisors with an understanding of the relationships of various manufacturing activities to the whole outcome that we are trying to achieve.

In conjunction with manufacturing supervisors and HR, developed a model and succession plan for the most highly tenured and highly skilled members of the shop floor work force with the intention of mitigating the loss of key skills through retirements.

Supported and drove the implementation of a PM program for all machining equipment which included daily operator maintenance as well as sub-contracted support.

Evaluated direct reports and reassigned some according to their strengths. These reassignments have encouraged a better process flow due to the alignment of the knowledge to necessary process skill.

Drove and supported various productivity improving capital investments including pulse-mig welding equipment, convection heating equipment, plural paint system, new parts paint booth, including a new sub-arc welder and more.

Was an active member of the safety team and constantly supported and helped to create new safety initiatives. We strove to make sure that every employee went home each day just as healthy as when they arrived at the start of their shift.

TRANTER INC., Wichita Falls, TX Jan 2008 – June 2011

Tranter Inc., a global corporation based in Texas, produces a variety of Heat Exchanger products.

Plant Manager

Most recently worked on a “Lean Implementation” that will dramatically improve and smooth out the work flow as well as cycle times and inventory turnover. The Lean Implementation included office employee reassignments. Office employees were moved from their previous functional roles into the value stream to support the Lean concept. For example, the planner was removed from his functional role and plugged into the Lean team. The team had a shared office that consisted of employees handling the following functions: quality technician, planning, production technician, and supervisors. All supporting entities were required to drop whatever they were doing and solve any issues that arose in the value stream.

Drove multiple small to medium sized process improvement activities by utilizing a team approach. These improvements generated over $100,000 in labor savings and $100,000 in material reductions. One example is the relocation of the coil cutting equipment combined with a new coil storage concept that dramatically reduced material handling time and material damage.

Generated capital investment concepts, received CEO approval, and directed projects from idea phase through implementation. Two examples that have been implemented and achieved 1.5-year paybacks and reduced cost by over $280,000 annually are a new painting system and a water reclamation system.

Proposed, oversaw the projects, and implemented numerous product design improvements that have and will generate over $500,000 in labor and material cost savings. One complete Plate Heat Exchanger frame re-design consists of 100% standardization and is a perfectly lean product that requires no machining at all.

Created various measurement tools to support and follow up on improvement initiatives including an increase in on time delivery from under 90% to over 95%.

Supported a “Thru Put” software implementation. Worked closely with the production teams to improve the canned schedules so that they reflect the actual production processes.

Implemented 5S concepts in the shop and the backyard storage area.

VICTORY LANE AUTO, Colonial Heights, VA Jan. 2005 – Dec. 2007

Invest in highly sought after Corvettes and Camaros. Purchase vehicles form the early 60’s to current year models and restore if necessary prior to resale. Worked part-time with this business for two years prior to leaving Alfa Laval. Involved full-time through 2007.

ALFA LAVAL INC., Richmond, VA

Alfa Laval, a global Corp. based in Lund, Sweden has approximately $2.2 billion in sales, 9,600 employees with stock traded on Swedish Exchange. The company is the world’s leading producer of capital equipment including heat transfer, separation, flow, centrifuges and decanter products.

Director -Business Process Improvements Jan. 2003 – Jan. 2005

Senior Management Project Leader for the U.S. portion of a global project to create new business processes, as well as consolidate best business practices across the sales and manufacturing divisions in U.S and worldwide. Led a cross functional core team of 18 employees that was responsible for sub teams consisting of over 100 people to perform activities, system testing, training and implementation into ERP systems and a web based order handling system.

Convinced U.S. Sr. Management to join the global development team and depart from the existing plan to create U.S. only processes and systems by providing convincing examples of long-term benefits and cost savings.

Created unique project tools to help consolidate business processes, i.e. all processes required a defined business purpose.

Oversaw the “as is” and “to be” process development sub-projects, which resulted in a 50% company wide decrease in existing sales order processes.

Maintained project timelines and kept costs under budget.

Created all presentations and articles for project updates to management and the entire organization geared at maintaining continuous organizational support.

Vice President Manufacturing Jan. 2001 – Jan. 2003

Managed Plate and Brazed Heat Exchanger manufacturing factory in Virginia, Spiral Manufacturing factory in Pennsylvania, and Sanitary Fittings factory in Mexico. Served as a member of senior management team that set strategy and direction for the U.S. companies. Directed Plant Controller to develop analytical tools to actively manage a 20 million dollar budget for three factories consisting of 300 employees and 100 million in turnover.

Actively managed ISO 9001 implementation for Plate and Brazed Heat exchanger manufacturing.

Oversaw the construction of a new 60,000 square foot addition to house pump and valve manufacturing, which was completed on time and within budget.

Oversaw shutdown, move, start-up of pump and valve manufacturing plant relocation and hiring strategy.

Directed the development of forecasting tools to provide a feedback loop between sales forecasts and actual orders, which resulted in a 30% improvement in sales forecast reliability.

Implemented strategic and cross-functional inter-phase meetings between functional department heads that helped to build closer relationships, accountability, improved product management, and more efficient management of Alfa Laval’s value chain.

In conjunction with customers and Alfa Laval key management, determined key criteria and developed a method to measure the companies supply chain effectiveness, which enabled us to pinpoint process improvement activities.

Utilized employee competency development tools to ensure that employees would grow and develop soft and hard skills in line with company goals, values, and missions.

Set a strategy to cross-train order handlers, which resulted in decreased order handling time.

Plant Manager June 1994 – Jan. 2001

Served as a member of senior management team that set strategy and direction for Alfa Laval Thermal division. Set strategy, direction, and goals for manufacturing focused on cost reduction through process improvement and improving delivery accuracy. Implemented process analysis tools and measurements to guide improvements in order handling and production practices. (Promoted and transferred from Poughkeepsie, NY, to Richmond, Virginia to help startup a “Greenfield” Manufacturing Operation.)

Ran Purchasing development activities, responsible for all major contracts for direct, indirect, and MRO supplies that resulted in a materials cost reduction of 30%. This included implementing vendor kanbans, twice weekly delivery programs, utilization of international suppliers, and improved international shipping contracts.

Improved Inventory turnover from 3.9 to 11.4 times per year.

Decreased finished product cost by 25% due to purchasing program and overhead cutting process improvements by utilizing Lean methods, value stream mapping, Kaizen events, and 5S.

Developed process improvement goals and key process measurements to analyze and improve processes.

Developed a corrective action process to eliminate process failures.

Oversaw installation, start-up, and ongoing operations for 20 metric ton plate press and laser welding.

Set up a product management review process focused on decreasing lead times for product introduction, making decisions to implement new standard offerings, and deciding when to obsolete products.

Implemented a pay for skills program in the shop that improved job flexibility and provided the opportunity to move team members into different functions to level load capacity.

Utilized HR for support to expand employee development skills and review practices that made goals and outcomes easier to understand and measure.

Created EHS teams to ensure the safety of our employees and compliance with state and local regulations.

Restructured the manufacturing organization into two focus groups: one for high volume standard products and one for customized engineered to order products that resulted in the streamlining of deeper process and product knowledge.

Participated with a global manufacturing management team that made decisions on global capital investments and worldwide capacity sharing to assure that capital spending occurred only where necessary, and effectively drove capacity utilization.

Prior Manufacturing roles at Alfa Laval

Production Manager including plate and frame manufacturing, purchasing, storeroom, shipping, distribution, planning, and purchasing.

EDUCATION

BA, Albany State University, Albany, NY

Center for Creative Leadership: Leadership Development Program

ISO 9001 Training, TQM, ASME

Lean Manufacturing, Value Stream Mapping, Process Mapping, 5S, Six Sigma high level training

Team Building-Self Directed workforce

Computer Skills

Microsoft Office Suite, MRP / ERP systems-BPCS, Movex, Mapics, Siteline, Thru-put software

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