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Operational

Location:
Marlboro Township, New Jersey, United States
Posted:
January 26, 2017

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S. Lee Brent, Jr.

** ********** ***** *********, ** 08048 (609) ***-**** acyhr3@r.postjobfree.com linkedin.com/in/leebrent PLANT MANAGER

Results-driven, enthusiastic, and accomplished professional, with broad-based experience in all facets of accounting, auditing, sales, marketing, product management, plant and general management. Armed with expertise in Lean, finance, contracts, budgeting, operational excellence, and strategic planning. Equipped with strong organizational and communication skills and proven leadership qualities. Expert at identifying needs, using root cause analysis, recommending solutions and alternatives, and cultivating tactical and strategic employee, customer and client relationships. PROFESSIONAL EXPERIENCE

TRANSFORMATION CHAMPION

BRENT 2014 to Present

Led organizations in process improvement and organizational alignment.

Redefined mission statements, clarified goals and defined board member roles.

Led an off-site leadership alignment sessions for operations

Developed KPI's, assigned accountability, improved results DIRECTOR OF EXCELLENCE

ASTRO PAK 2013 - 2014

Established and lead Astro Pak’s Operational Excellence Group for multisite (200 employees) Lean transformation.

Total Productive Maintenance, increased equipment availability from 42% to 95% within three months.

Reduced initial defects by 64% by assigning team accountability to audit results.

Improved customer satisfaction by 27% meeting with customers - was complete and on time DIRECTOR OF ENGINEERING AND CONTINUOUS IMPROVEMENT PSC ENVIRONMENTAL SERVICES 2012 - 2012

Championed optimization efforts, implemented Lean methodologies 175 employees

Implemented visual factory and value stream & process mapping eliminated non-value added steps.

Increased productivity 19% by creating one piece flow, scheduling broker deliveries, team huddles.

KPI’s & standard work developed, individuals trained and teams held accountable. TRANSFORMATION CHAMPION

BRENT 2004 - 2011

Industrial Valve Assembly

Reduced customer lead-time by 36 days.

Created a cross functional team of contracts, sales, customer service and engineering.

Reduced order entry errors using a web based portal.

Eliminated six heads, improved customer satisfaction, established a COE. Injection Molding

Improved machine uptime from 69% to 94% Generated $11 million in incremental sales volume.

Reduced rework and lowered overtime by $2.2 million; eliminated ten heads, $800,000.

Resin costs savings of $500,000 using process improvements from trials and BOM adherence. Six Sigma Green Belt

Post-Acquisition Audit

Aligns Metrics

Start Up

Consulting

Benchmarking

Turn Around

Cross-Functional Teams

Lean Implementation

S. Lee Brent, Jr. Page 2

Chemicals

Improved capital deployment allowing the client to capture an additional $4.2 million in tax savings.

Reduced process complexity by reducing the number of project types from 14 to four. Folding Carton & Labels

Led a turn-around of a company about to enter bankruptcy.

Managed new customer service and accounts receivable teams.

Rebuilt balance sheet and income statements Collected $500K in A/R over 180 days.

Reduced inventories $2.5 million (60%), negotiated supplier settlements. Consumer Products

Developed and installed 31 SOX compliant Standard Operating Procedures in 24 distribution centers.

Reduced off-day shipments, improved on-time delivery and reduced distribution complaints. PERFORMANCE MANAGEMENT PROJECT MANAGER

RLG INTERNATIONAL 1998 - 2004

Telecommunications

Increased revenue $9.2 and EBITDA $5.4 million working with sales to close deals early.

Developed customer installation program reduced initial service calls by 58% - $1.9 million savings.

Reduced maintenance calls by educating customers on easy solutions $595K savings,

Improved customer satisfaction from 34% to 90% through a recognition competition. Aerospace Defense

Root cause analysis reduced initial defects by 67% generating $3.7 million in labor costs and parts.

Installed 5S methodology for tools and materials in aero seal department labor cost reduction $817K.

Identified redundant suppliers and poor performance. 200 suppliers eliminated ($600,000 savings).

Measurement criteria strengthened, enforced evaluating suppliers $40 million inventory reduction. MARKET MANAGER

SCHOELLER TECHNICAL PAPERS 1995 - 1998

Directed sales and marketing for a line of private label inkjet papers.

Collaborated with Union Camp to development of new line inkjet papers ($4.7 million in new business). GENERAL MANAGER

ARROW INDUSTRIES / CONAGRA 1990 -1995

Increased start-up division sales from $1 million to $10 million and net income to $1.2 million.

Developed and implemented strategic plan for capital investment / growth.

Created customer service team.

Negotiated paper, ink, truck, and rail contracts that reduced costs and improved on-time delivery.

Developed target specific advertising for Yardbarge that grew sales from $500K to $3 million. PRODUCT MANAGER

INTERNATIONAL PAPER COMPANY 1987 - 1990

Wrote, implemented a strategic plan for $8.5 million in CAPEX. Labor costs were reduced by $865,000 .incremental capacity increased 25% and quality improved.

Grew Garbax product line sales by $3 million using brokers and targeted advertising. SENIOR COST ACCOUNTANT (1981 TO 1983), INTERNAL AUDITOR (1983 TO 1985), SENIOR MARKET ANALYST (1985 TO 1987) EDUCATION

MASTERS OF BUSINESS ADMINISTRATION MARKETING THE UNIVERSITY OF MEMPHIS BACHELOR OF SCIENCE ACCOUNTING THE UNIVERSITY OF ALABAMA



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