BRADLEY THOMAS BICKERTON

HOME ADDRESS:

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

Cortland, OH 44410

C 330-***-****

E-MAIL:

acy07w@r.postjobfree.com

Experienced Manager with proven track record.

Experience managing plants with 300 plus employees.

Management of both Union and Non-Union shops.

Presence on the shop floor with a hands on approach.

Change Agent for Process Improvements to increase Productivity and Reduce Cost.

Continuous Improvement through Lean Manufacturing, 6 Sigma Methodology and 5S.

Financial oversight through cost control and balancing workforce with production demand.

Emphasis on Customer Satisfaction by delivering a quality product on time.

Concentration on Safety to lower cost, eliminate loss time accidents and reduced OSHA rates.

RELEVANT EXPERIENCE:

Plant Manager Legacy Measurement Solutions (2/15 to Current) Manage day to day operations of the Legacy Measurement Solutions in Brookfield Ohio. Manage 70 salary and hourly employees. Oversee all aspects of the manufacturing and assembly of GPUs (Gas Processing Units) and other equipment for the retrieval and transportation of product for the natural gas industry.

Oversee and direct the increased manufacturing capabilities of the facility by the installation of multiple pieces of equipment and releasing them for production.

Conduct monthly and quarterly Safety Audits to drive improvement results of audit by 40%

Focus on Quality. Drive changes in quality process to improve first time quality in sub process and final assembly. Changes in sign off procedures to hold employees accountable for their quality.

Documentation of Non Conformance Reports to track quality issues. Follow up with implementations of C/A and audit to sustain changes.

Implemented multiple process improvements in assembly, code welding and structural welding to increase productivity by 10%.

Management of plant work orders with the planner to achieve an OTD of over 95%.

Manage all cost in the plant including labor, utilities, factory supplies, repair and maintenance,

Manage Capital Projects from conception through completion.

Responsible for the right size of the workforce based on current backlog and forecasted orders.

Plant Manager PTC Alliance, Alliance Ohio (7/14 to 2/15) Manage day to day operations of the PTC Alliance, Alliance Plant. Manage 300 salary and hourly Union employees. Oversee all aspects of Welding and Cold Draw Operations for ERW and Seamless tubing with OD ranging from ” to 10 ”

Promoted to manage the largest plant in the corporation while overseeing the PTC Alliance Beaver Fall Plant as the company is looking for a new plant manager.

Responsible for safety through training, Job Safety Analysis, Safety Audits to drive improvement to reduce the OSHA Rate.

Improve through put with Gemba board and daily visual factory floor management.

Cutting cell throughput increase of 20% through Kaizen projects.

Championed furnace production improvement project. Improved throughput by 10%. One of four furnaces completed.

Install new inspection cell to relive bottleneck inspection line while improving product flow and reducing overtime by 20% in finishing area.

Managing the development of a new small finishing line to increase capacity of small diameter brought by increased product demand.

Manage all cost in the plant including labor, utilities, factory supplies, repair and maintenance,

Responsible for Capital Projects from conception through completion.

Respond to all Union grievances, meetings and arbitrations.

Plant Manager PTC Alliance Beaver Falls PA (5/11 to 6/14) Manage day to day operations of the PTC Alliance Beaver Falls 1 DOM Plant. Manage 125 salary and hourly Union employees. Oversee all aspects of the Cold Draw Operations for ERW and Seamless tubing with OD ranging from 2” to 12 ”

Focus on safety by putting into place daily safety meeting for all crews at the beginning of each shift, plant safety audits and Job Safety Analysis with date specific corrective actions to reduce OSHA recordable rate by 60%.

Improve key metrics man hrs/ton and man hrs/1000ft by 20%

Implement process improvement to increase DOM yield 1.5%

Implemented daily staff meetings to review and discuss plant issue that affect through put. Discuss safety, quality, maintenance and production. Increased through put by 15%.

Manage and review plant financials each month with upper management including material cost fixed cost and variable cost. Drive metrics to exceed plant budget EBITDA. Understand and correct budget shortfalls.

Champion cost reduction and profit improvement projects.

Drive upgrades of Bright Anneal Furnace to improve throughput by 25%

Daily review of plant orders, inventory, WIP and finished good. Use these metrics to plan workforce, plant capacity, OTD and shipments.

Developed new work planning system to give supervisor a clearer understanding of the jobs to start, where the jobs are in the process and to focus on completion date to improve OTD.

Developed business case, planning and installation of new $550,000 pickle house crane to relieve plant bottleneck and increase through put by 50%.

Developing new one piece flow finishing line with new cutting equipment, inspection areas and NDT equipment improve quality to increase production by 25% while reducing manpower.

Completed a Six Sigma projects to reduce variation in tooling and SOP to improve quality and overall yield.

Pilot plant for A3 process, Bridge Documents and implementation of the documents into the corporate financial documents.

Respond to all Union grievances, meetings and arbitrations.

Unit Manager Timken Steel Timken Corporation, Canton OH (9/10 to5/11) Manage day to day operations of the Gambrinus Steel Plant steel finishing department. Managing direct associates, indirect associates and 200 union associates.

Install a new Saw Cell resulting in a savings of $500,000

Rewrite standards for the plant cut off machines introducing tighter controls and production monitoring to reduce rework by 20% and increase through put.

Begin the implementation of a $50,000,000 fully integrated Intermediate Finishing Line to increase through put, decrease rework and labor reduction of 80%.

Participate in daily meetings with upper management and demand planning to review the daily changing business needs.

Review and manage the daily business metrics such as safety, quality, through put, rework, and on-time performance

Drive Safety and Quality metrics through the use of Safety Audits, Layered Process Audits, CI Projects and 5S audits.

Conduct daily fast response meeting and monthly team meetings.

Responsible for departmental quality issues through the Timken Quality Management System. Answer customer claims with the Quality Manager and implement irreversible corrective actions.

Operations Manager Timken Industrial Services, Timken Corporation Niles OH (10/07 to 9/10). Manage the overall operations of the Niles plant of 60 plus associates.

Interim Plant Manager 10/07 to 9/08

Continue to manage the Chock Bearing Maintenance Department.

Manage and develop the repair business between the three Timken Canton Steel mills and the Timken Niles facility to increase the business from $2 million/year to $3 million/year.

Weekly Meetings with department managers to review and monitor OTD. Increase OTD from approximately 75% to the mid to high 90%.

Drive sales and OTD metrics to meet and exceed yearly business plan

Manage labor force of direct and indirect associates to manage the needs of the business.

Use P&L to manage sales, cost, margins, unabsorbed and EBIT.

Provide feedback to department managers through monthly meetings to review departmental P&L.

Review sales, cost and margins to determine any shortcomings on underperforming jobs to increase awareness of impact on the P&L.

Work with department managers weekly to review and report monthly sales dollars.

Use Timken Global Quality Tracking System to monitor, document and reduce customer quality issues.

Review any quality issues with managers, initiate 8 D’s, and review long and short term corrective action.

Review internal shop work with department managers to direct resources to maintain work flow and reduce downtime.

Department Manager, Timken Industrial Services, Timken Corporation, Niles OH (5/06 to 10/07). Manage the Chock Bearing Maintenance Department of repairs, inspections and assembly of various steel mill chocks and other large mechanical assemblies.

Develop and implement an inventory system that reduced inventory shrink by $200,000

Organized and structured the process to reduce assembly time by 15%

Created inspection report template system to increase accuracy, preparation time, and quality.

Manage associates to provide a balance between labor needs and work load.

Develop and implement bar code scanning system to increase accuracy of labor cost/job and provide real time cost information.

Provide feedback and direction on individual performances to drive increased production.

Communicate with customers including tracking reports and work progress on their products.

Do the estimating, quoting and purchasing for all departmental work.

Implement and drive continuous improvement projects.

Lead 5S and lean projects.

Metal Stamping Supervisor, Delphi Corporation, Warren, OH (10/03 to 4/06) This position runs concurrent with the Process Engineering position when needed. Responsibilities include the overall managing of different Metal Stamping departments.

Overseeing and management of up to 16 operators in the High Speed Metal Stamping plant

Supervision and daily staffing 150 Tool and Die Makers.

Coordinating the flow of material in and out of the work area.

Maintain the production schedules of metal parts by controlling the movement of metal dies in and out of the stamping presses.

Process Engineer, Delphi Corporation, Warren, OH (10/02 to 4/05) With responsibilities in Plant 11 including, but not limited to, Metal Stamping presses, Electroplating Line, and other miscellaneous equipment.

Develop build and install new prototype and new production material payoff system to accommodate new 5,000 lb metal strip coils.

Development and implementation of a new $3.5 million dollar Post Plated PCB BEC Terminal Stamping and Plating Line to be installed in Plant 11.

Work with vendors, salaried, and hourly personnel in overseeing the installation and debug of the complete PCB BEC system.

Leading two Six Sigma teams to reduce scrap and downtime in the Plant 11 press area and Electroplating lines.

Responsibilities include daily repair, maintenance, and I&CIM using Lean and Six Sigma Strategies.

Project Engineer, Delphi Corporation, Warren, OH (2/01 to 10/02) Responsible for procurement, build, and installation of equipment to assemble Bussed Electrical Centers (BEC) for General Motors vehicle platforms.

Project budget management responsibilities include requisition, monitoring, and dispersion project funds for various BEC projects.

Built the first “2 Plate” BEC assembly systems and set release criteria for subsequent systems.

Lead cross functional project team for BEC assembly equipment from inception to plant release.

Work with the vendor to review equipment designs, monitor and review assembly of equipment, and runoff of all equipment before shipment to plant to meet customer requirements.

Oversee Juarez, Mexico installation of GMT 360 equipment and final release to plant and full PPAP.

Chairperson of the cross-functional BEC Process Standards Committee to establish uniform product/process design standards for all BEC equipment.

Component Engineer, Delphi Corporation, Warren, OH (1/98 to 2/01) Responsible for the complete design and testing of Bussed Electrical Centers (BEC)

Design responsible for three new BEC’s for the 2003 General Motors pickups.

Reduced the number of electrical centers from 4 to 3.

Increased current carrying capacity while maintaining the same footprint.

Designed 4 new connectors to switch from larger Maxi fuses to J-Case fuses reducing fuse size and increasing the number of available fuse locations.

Designed new style terminal to reduce wire engagement force and increase wire cross section.

Managed the production implementation of the four Bussed Electrical Centers (BEC) for the 1999 GMC and Silverado pickups.

Customer liaison, coordinating BEC design reviews, customer issues, and new ideas.

Member of the BEC Product Standards Committee to establish uniform product design standards.

General Motors Master Automotive Technician, Various GM Dealerships, Pittsburgh, PA (11/81-12/89, 4/91 -12/93)

Overhauled all engines and transmissions.

Diagnosed and repaired electrical and driveability problems with computerized Electronic Fuel Injection.

Trained and taught an apprentice automotive technician.

Tool Sales Representative, Snap-On Tools, Pittsburgh, PA (12/89 to 4/91)

Owned and operated

Owned and operated Snap-On Tool Franchise in Pittsburgh PA

Sold and serviced Snap-On tools to over 200 automotive technicians.

EDUCATION:

The Pennsylvania State University, The Behrend College, Erie, PA. Bachelor of Science in Mechanical Engineering Technology, GPA 3.97/4.00

Lean Leader Training.

5S

A3 Training

Six Sigma Green Belt

Black Belt Training

Timken Manufacturing Academy.

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