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

Houston TX *****

Cell Phone: 832-***-****

acxogz@r.postjobfree.com

HENRY L. BROWN, JR.

CAREER OBJECTIVE

Senior Professional Plant Manager seeks career opportunity with stable company that takes advantage of my core competences for our mutual benefit. PROFESSIONAL EXECUTIVE PROFILE

I am a highly effective manager with extensive years of experience in a diverse working environments. My expertise lies in Safety, Quality, Production, Human Resources, Customer Service and Leadership Development.

KEY STRENGTHS

Project Management Production Planning Budgeting

Customer Relations Fit up/Welding Maintenance Management Certified Welder (Mig, Tig and Stick Welding) Machine Shop management Process Improvement Lean Manufacturing Electronic Assembly JIT Kanban CNC Machining

MRP 5-S Ultra Sonic Testing

Heavy Metal Fabrication Light Sheet Metal Fabrication Six Sigma Resins material Hardening Materials (518) Syntactic material Silane materials Fiber Glass materials Carbon Fiber Laser Cutting Mechanical Assembly Welding

HGMS materials Kaizen Paint and finishing

Heat Treating Metal Stamping (mower deck) Plasma cutting Repair Welding Code (ASME) Chemical Control

Blasting Union and Nonunion Reliability Management Plant Startup Experience Engineering Management

PROFESSIONAL EXPERIENCE

07/2015- Present Madden Bolt and Galvanizing (Houston TX) General Manager

Direct and oversee all plant operations. Manufacturing (large anchor bolts, anchor bolt cage assemblies and custom fabrication) for electrical, Oil and Gas, Chemical industry and, Texas Department of Transportation. Manufacturing processes includes plasma cutting, saw operations, bending, mechanical threading, fit up, welding, sand blasting, galvanizing and, shipping and receiving.

Report directly to business owners

Responsible for the company’s profits and lost

Work close with sales team to develop and implement business strategies.

Implemented overall culture change in the areas of safety, quality, production, customer service and, schedule attainment.

Manages a production team that consist of (1) production manager, (11) supervisors, and 200+ hourly employees in a 2 shift operation.

Responsible for managing contract work.

Changed the work culture by introducing lean manufacturing principles and provided leadership training for supervisors.

Successfully implemented a Quality Control System which allowed Madden Bolt to become AISC certified in 2016.

Introduced (One Piece Flow Manufacturing Process) as result production and efficiencies were improved by as much as 25% in some departments

Successfully managed 2 facility expansion projects.

Successfully established a maintenance PM Program which decreased equipment down time by 20%.

Restructured daily production meeting to better understand go short and long term business goals.

07/2014 – 07/2015 DCL America (Oak Ridge North TX) Plant Manager

Direct and oversee all plant operations. Manufacturing (environmental products) silencers and, catalysts elements for large industrial equipment. This involves managing a process of significant amount of manual and robotic welding. Manufacturing / repair processes include: laser cutting, press brake operation, rolling, fit up, welding, blasting, assembly, painting, packaging, shipping / receiving and, warehouse distribution.

Responsible for plant start up and was successful in meeting projected startup date. (This was done by hiring and managing outside contractors, obtaining essential permits, recruiting and hiring office and shop personnel, researching, gathering quotes, purchasing, and installing equipment.)

Worked hand in hand with General Manager to setup and establish departmental goals and budgets.

Utilized (Lean Manufacturing Practices) while directing the organization and the setting up of work stations in the shop and office.

Responsible for performance of the entire manufacturing facility as it relates to Safety, Quality, Production, Human Resources (disciplining, terminating, developing, training and coaching direct reports) Capital Expenditures, Logistics, Inventory, Purchasing, Shipping and Receiving as well as Warehouse Distribution while reporting directly to General Manager.

Recruited and negotiated salaries.

Responsible for safety (have working knowledge Osha rules and regulations)

Responsible and take ownership of company’s P&L.

Manage, plan and coordinate daily work activities in a one shift operation.

Responsible for schedule attainment. Work closely with Production and shipping on a daily bases to ensure schedule attainment is met. (98% Manufacturing schedule attainment and 100% warehouse distribution has been achieved to this point.) 06/2012 - 07/2014 Trelleborg Oil and Gas Off Shore (HOUSTON TX) Production Manager

Direct and oversee all plant operations. Manufacturing drilling equipment for off shore exploration and production using fiberglass, powder carbon fiber and associated chemicals such as (resins hardener, syntactic and silane). Managed the maintenance of 25 ovens 4 mold injection stations and 2 chambers. Responsible and managed metal fabrication shop. Engineering and fabricating metal molds as part of a mold injection process. This involves managing a process that involves a significant amount of manual welding and repair which requires each welder to maintain an updated welding certification.

Responsible for performances related to Safety, Quality and production while reporting directly to Plant Manager and President of Operations.

Responsible and take ownership of company’s P&L

Manage, plan and coordinate daily work activities in a 24 hr. operation that consist of 125 employees supported by 4 supervisors on 4 (12 hr.) shifts achieving annual revenues of 96 million

Production daily output was improved by 40% without major capital investment as a result of implementing a standard daily operational meeting that included all departments.

(Safety, Quality, Planning, Maintenance, Process Engineering and Production)

Met once a week to report production progress, review business strategies with operation manager and sales.

Utilized Lean Manufacturing Practices to improve production performances. Implemented a 5S program resulting in an improvement of productivity and efficiencies by 10%

Work closely with planning on a daily bases to ensure schedule attainment, resulting in a 40% on time customer delivery improvement.

08/2011- 5/2012 TRINITY STEELE (TOMBALL TX)

Plant Manager

Direct and oversee all plant operations. Manufacturing and repairing large steel structures for refinery construction projects in the heavy steel industry. This involves managing a process that involves a significant amount of manual welding which requires each welder to maintain an updated welding certification.

Managed, planned and coordinated all production activities to achieve production goals. Responsible for overall plant performances including safety management, HR, Quality, Production, Facility Management. Reporting to Company’s President

Responsible and took ownership of company’s P&L

Developed and coached direct reports and ensuring that employees had adequate training and development to perform their essential duties.

Disciplined and terminated employees when merited

Ensured that safety was first. Responsible for creating a culture that promotes safety and an injury-free work place. Empowering employees to stop work if unsafe conditions exist.

Ensured all environmental issues such as proper waste disposal were carried out in accordance with company and other regulatory bodies' requirements. 2006 – 4/2011 THOMAS & BETTS CORPORATION (HOUSTON TX) Production Manager

Direct and oversee all plant operations. Manufacturing steel structures (Electrical Utilities Devices) in the heavy steel industry. This involves managing a process that involves a significant amount of manual welding which requires each welder to maintain an updated welding certification. Managed, planned and coordinated work activity in a facility of 139 employees, with 10 supervisors reporting directly to achieve annual revenue goal of 89,000,000.

Created and submitted reports reflecting production progress to mid and upper level management as well as conducted production meetings with production team

(supervisors, leads) to ensure that goals and priorities were communicated and met on a daily bases. As a result, (On Time Customer Deliver) ratings were improved from 89% to 100%

Utilized Lean Manufacturing Practices to improve production performances. Resulting in an improvement of productivity and efficiencies from 80% to 95% yielding a 15% increase in efficiency.

I was able to establish a clean work place culture. Empowering, creating ownership and accountability were key components to the success of the company. As a result accidents were decreased by 45%.

I was Involved in creating work instructions and managed ISO procedures to assure that finished goods were produced in accordance to the company quality control guidelines, and customer expectations resulting in an overall Customer Satisfactory Rating improvement from 85% to 98%

Mentored employees for personal and professional development. Prepared and conducted performance appraisals and evaluations. Provided training for employees to ensure that they possessed the proper skills necessary to perform essential duties efficiently.

Utilized JIT to reduce material cost, labor cost, and warehouse and shop space. As a result, materials were purchased on a as need bases verses purchasing and storing in the warehouse. Inventory turns increased from 5 to 8 improving by 3 turns per month.

Managed and coordinated outsourcing and internal contractors to meet production needs.

Coordinated and communicated with other Production Managers to assure the utilization of common practices amongst other Thomas and Betts facilities

Preformed other duties or special projects as assigned by Plant Manager. 4/2002 – 2006 THOMAS & BETTS CORPORATION (LANCASTER, SC) Production Manager

Direct and oversee all plant operations. Manufacturing steel structures (Electrical Utilities Devices) in the heavy steel industry. This involves managing a process that involves a significant amount of manual welding which requires each welder to maintain an updated welding certification. Managed, planned and coordinated work activity in a facility of 80 employees, with 4 supervisors and 4 leads reporting directly to achieve annual revenue goal of 35,000,000

Created and submitted reports reflecting production progress to mid and upper level management as well as conducted production meetings with production team

(supervisors, leads) to ensure that goals and priorities were met on a daily bases. As a result On Time Customer Deliver ratings were improved from 75% to 100%

Utilized Lean Manufacturing Practices to improve production performances. Implemented a 5S program. Resulting in an improvement in productivity and efficiencies improving from 75% to 98% yielding a 23% increase in efficiency. The Lancaster Facility was recognized as plant of the year amongst other Thomas and Betts facilities for outstanding performances in Safety, Quality and Production

Utilizing Lean Manufacturing practices also reduced accidents and improve overall safety while establishing a clean work place culture. As a result, accidents were decreased by 50% and the Lancaster Facility was awarded a SHARP Award from OSHA for establishing and maintaining an outstanding safety record.

The work place culture was reestablished. Empowering the employees, creating ownership and accountability proved to be the key to the company’s success.

I was involved in creating work instructions and managed ISO procedures to assure that finished goods were produced in accordance to the company’s manufacturing procedure, resulting in an overall Customer Satisfactory Rating improvement of 30%.

I Mentored employees for personal and professional development. Prepared and conducted performance appraisals and evaluations. I also provided training for employees to ensure that they possessed the proper skills necessary to perform essential duties efficiently.

Managed and coordinated outsourcing to meet production needs.

Coordinated and communicated with other (Thomas and Betts Production Managers) to assure the utilization of common practices.

Preformed other duties or special projects as assigned by Plant Manager. 1997 – 2002 JOHN DEERE CORPORATION (Fuquay-Varina, NC) Production Supervisor

John Deere Fuquay Manufacturing Commercial Cutting Equipment in the Golf and Turf Industry. This involves managing a process that involves a significant amount of assembly and manual welding.

I joined John Deere in 1997 as a startup as they expanded their operations from Horicon Wisconsin to Fuquay NC.

Directed and supervised 2 departments (welding and assembly) with a headcount of 60 employees in a Total Quality Management (TQM) environment to support one product line. Reported to Business Unit Leader

5S was utilized as part of Lean Manufacturing Practices to maintain and improve production performances.

Led associates through team building and empowerment.

Executed production plans according to schedule

The Kanban system was used at John Deere in conjunction with JIT as a triggering system to order and replenish parts and materials to support production demands. The Kanban system served as an automated materials request system driven directly from demand with real time needs. In my experience, the Kanban triggering system had a faster replenishing response time than the traditional purchasing process.

Utilized JIT as part of Lean Manufacturing management to reduce and minimize cost related to materials, labor and, product flow. .

Supervised reclaims and repairs

Provided coaching and training for associates.

ACCOMPLISHMENTS

Earned a reputation as a manager who “Gets Positive Results” with a no fail attitude

Preformed Cost Saving/Time Study that that resulted in a 15% production improvement.

Awarded by Thomas and Betts Plant of the year (Thomas and Betts Lancaster) 2006

Awarded by OSHA, the SHARP Award (Safety, Health Achievement, and Recognition Program) for outstanding achievements in Safety. Thomas and Betts was the first company to receive this award in the state of South Carolina.

Increased overall plant productivity and efficiency by 20%

Received a Strongest Link Award for dedicated services in response to customer needs related to Hurricane Katrina.

Received a Strongest Link Award for dedicated services in response to Progress Energy emergency needs due to a critical downed power lines from the Harris Nuclear Plant to Fayetteville, NC

Received recognition from Lancaster County Schools for participating in the School to Work Program (Job Shadowing)

EDUCATION & TRAINING

SAINT AUGUSTINE’S COLLEGE (Raleigh, NC)

Bachelor of Science Degree

Major: Business Management

Graduated Cum Laude (3.5 GPA)

WAKE TECHNICAL COMMUNITY COLLEGE (Raleigh, NC)

Completed: Welding, Press Brake, Print Reading

Targeted Selection (John Deere) Kanban (John Deere)

ISO (John Deere) “STOP” Safety Training (DuPont)

Leadership Training (Capital Associated) First Aid (Red Cross)

Leadership for Managers (Dale Carnegie) Lean Manufacturing

Emotionally Intelligent Manager ( Impact Associates)

Emotionally Competent Leader (Impact Associates)

Superior Supervision (Impact Associates)

SKILLS

Superior Leadership Excellent Organizational Skills

Excellent People Skills Team Building

Excellent Problem Solving Detailed Oriented

Strong Analytical Skills Excellent Communication

(SMAW) Certified Welder Print Reading

Computer Literate (Microsoft 2000)

Expert Knowledge of manufacturing processes

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