Email: www.linkedin.com/in/josephbruton; personal e-mail: email@example.com;
Tissue Plant Mill Manager
Specialty Areas Include
Defining Roles, Responsibilities, Expectations and Performance Metrics Financial Acumen Lean Manufacturing
5S/6S Systems TQM Multi-site Accountability Increasing Throughput/Capacity World Class Safety/Quality/EHS
Cost Focus Automation Continuous Improvement Team Based Manufacturing High Performance Teams Customer Focus SMED Techniques Regulatory Compliance Packaging Engineering Warehousing Die-Cutting/Stamping serving Consumer, Automotive, Recreational Vehicle, Medical Device, Building Products, Appliances, and Heavy Equipment Manufacturing Delivering Exemplary Results Committed to “Being The-Best”.
Operations Specialist, with 23 years of experience as a Plant Manager in high and low volume facilities ranging from 30,000 to 4M square ft., $31.5M-$325 million in revenue and 110 to 1,200+ employees. Demonstrated results in facility turnarounds through process improvements, prioritizing safety initiatives, standardizing work, empowering Teams using Performance Management and Lean Manufacturing Systems to consistently reduce and sustain operational costs and increase profits.
Eleven Direct Reports have been promoted into positions as Plant Manager; 14 others into positions
required at other Company locations including Corporate Headquarters.
CONFIDENTIAL – 11/2017 – present – Manufacturing Systems Consultant – (Building Products). Involved in the confidential planning stages with a start-up Company and a manufacturing facility decision (Brownfield vs. Greenfield) in North America. Scope of duties have included assisting, researching and preparing materials used in Proforma presentations to private equity investors and input into facility design, layout and equipment needed.
GEFCO – 03/2015-08/2016 - Director of Manufacturing - (Vehicles – Heavy Off Road Machinery). A leader in the design, manufacture and assembly of portable drilling rigs used in water well, environmental, groundwater monitoring, construction, mining and shallow oil & gas exploration. A Division of Astec, Inc. I was hired to turnaround an unprofitable facility, increase throughput, reduce inventory, work with the USW, and develop empowered Teams. Under my leadership one new manufacturing line was added (Highway Brooms) with no service disruptions and a new department showcasing Enid’s technical talent was added (Silos) which averted a severe capacity crisis ASTEC was facing. A manufacturing speedway concept was well engrained for the first time in the site’s history which reduced hours/rig build by from 2,600 hours to 1,650hours (-36.6%). I led negotiations for a 4-year USW CBA which included no wage increases over four years but did include revenue neutral pay-for-performance incentives.
Aerotek Engineering – 2013 to 2014 - Operations/Engineering/Management Consultant – (Household Appliances - Electrolux). assigned to a “Crisis Turnaround Team” at Electrolux Manufacturing in St Cloud, MN. A mature 1,200 employee unionized plant beset with Safety, Quality, Service, Productivity and excessive Costs issues creating capacity constraints in a sold-out market. In a 7 week assignment manufacturing metrics and tracking were formalized and output increased 30% on the most severely constrained line, 16% on a second most constrained line. This performance earned assignment to Electrolux Memphis – a $100M start-up facility facing many of the same issues. My area of focus was on stamping on a 1,200 ton press that fed the assembly operation specifically standardizing setup, SMED methods, metrics, uptime, urgency and throughput across all shifts. My 3rd assignment was to Greenville, SC, a 3,000 employee plant where I assessed the manufacturing and support functions in a poorly performing plastics thermoforming operation. My initial findings: constraints were being addressed through massive increases in labor, spending and WIP while lines were set at run rates 4.5-11% below standard, little cooperation existed between manufacturing and support entities and Daily Operations Management was lacking. Corrective efforts immediately addressed these deficiencies and Productivity increased >10% higher than any previous week on record.
Georgia Pacific - Blue Rapids, Kansas – 2010 to 2013 - Plant Manager - (Building Products – Gypsum based). Site included an underground gypsum mine and a surface processing (Autoclaves, Kettles, Ovens) and packaging operation – producing plaster, underlayments, molding compounds and products for the Oil/Gas sectors. A unionized facility needing Leadership, Realignment, Rightsizing, a Customer Driven Mentality, Safety focus, site updating, manufacturing metrics and a Change-agent Leader. Scope of duties entailed site accountability for all Safety, Quality, Reliability, Service and Cost related initiatives. Also accountable for ongoing communications with OSHA, EPA, MHSA, ATF, Homeland Security and equivalent agencies serving Kansas and Georgia Pacific.
Created a site-wide budget – something not previously used in Blue Rapids and/or Georgia Pacific.
Established departmental metrics for the entire Blue Rapids site, previously non-existent.
Set site-wide yearly budgets predicated on reducing spending 5%, and increasing productivity 10%.
Increased productivity and reduced spending across all departments 2011, 2012 and 2013.
Favorable variances generated in 2011/2010 = $2.02M; 2012/2011 = $2.91M and 2013 = $540K YTD (March).
Staff/maintenance restructured; site-wide 6S, Reliability, Precision Maintenance transformation began
Accurately communicated capacity constraints as OPEX efficiency reached 98.6%.
Facilitated an extremely company favorable 4 year strike-free collective bargaining agreement with the USW union.
FW Murphy, Inc. - Rosenberg, Texas – 2007 to 2009 - Operations Manager/Director of Manufacturing – (Control Panel engineering design and manufacture, panels used in field applications and distribution facilities serving the Oil and Gas industry. A $125 million company serving the oil and gas industry. Scope of duties consisted of incorporating lean methodology into an ETO facility previously run by Sales. Accountable for site P&L management; reported to VP of Ops..
Increased throughput 33% in 2007 and an additional 40% in 2008 with 20% less personnel.
Profits increased 38% in 2007, 55% in 2008.
First Pass Yield increased from 50% 5) to 98.5% 1.5).
Developed bimodal manufacturing system separating manufacture/design of ETO units from those repetitively produced.
Saint-Gobain Stephenville, Texas – 2003 to 2006 - Plant Manager – (Sand Paper Abrasive Products). A $300 million manufacturing plant, a $1.2 billion subsidiary of a $62 billion company servicing retail, industrial, commercial and rental market sectors. Largest abrasives conversion facility in the world - Hired to restore management trust, credibility and manufacturing urgency. Managed 9 direct reports, $120 million budget while overseeing 750-850 FT employees and 225 FTEs. Full P&L responsibility for multi-site operations (Stephenville, TX, Highpoint NC, Southern CA DC) and all S/Q/S/C initiatives. My site was designated a Center of Manufacturing Excellence by Saint-Gobain Global. Reported to VP Global Manufacturing.
Received 2 coveted Global Diamond Safety Awards going 5.47M hours without a Lost Time accident and 1 North
American Gold Safety Award during my three year tenure.
Included two major plant expansions and relocated on-site the North American Call Center.
Increased profits by $13.5 million in 3 years while delivering $5.5 million in favorable manufacturing variances.
Reduced conversion waste from 6.6% to 3.75%;
Achieved site record safety performance of 5.47 million hours without a Lost Time Incident and a RIR of 0.20.
Die-cutting productivity increased from 550 pcs/lhr to >1,350 increasing throughput 40+ % with 127 fewer employees.
Weyerhaeuser/Paragon Trade Brands - Waco, Texas; Bowling Green, Kentucky. 1989 to 2003 - Plant Manager
(Personal Care Products - Diapers/Training Pants/Fem-care Consumer Products). A $1billion manufacturer of infant and adult personal care products, through IPO and sale. Turned around a 160,000 square ft. facility, with 440 employees slated for closure to a facility recognized as a world class performance leader in Safety, Quality, Service, and Costs metrics. Achieved exemplary results and created a World-Class Showcase manufacturing facility as described by domestic visitors to Waco and by visitors from 8 foreign countries. Built an on-site Manufacturing Training Center (Top Gun) used by 7 sister facilities, Sales and Customers (Sam’s, Costco, Wal-Mart, HEB, Kroger, and Target).
Right-sized from 440 to 220 by implementing a Team Based Technician system and installing extensive automation.
Reduced recordable incident rate from >16.0 to 2.20, while also reducing significant quality related issues.
Machine Speeds increased from 360 dpm to 650. Uptime increased from ~ 60% to 87%, waste decreased from 6.8% to 3.1%
Production Manager (1991-1994); Quality Manager Branded/Institutional Products (1989-1991).
ER Carpenter - Russellville, KY & Elkhart, IN. 1975 to 1989 (Urethane Foam Products – Seating, Bedding, Automotive Products). A privately held company producing Comfort Cushioning products, urethanes, fiber and associated chemicals
GMP Manager (1979-1980) Certified KY facility as an FDA Certified Class II Medical Device Manufacturing site.
Corporate Manager Automotive Quality (1980-1989). Certified 7 manufacturing sites to ship automotive products to GM,
Ford, Chrysler, Honda and Toyota and many other OEM’s. Became a “Champion” liaison to GM and Ford giving me
unprecedented access to their Assembly and Trim Plants. Achieved Q-1 Supplier Status at Ford Motor Company.
Education & Professional Development
Bachelor of Science - Western Kentucky University, Bowling Green, Kentucky
Certified Green Belt,
Completed Black Belt/Lean Six Sigma/Toyota Manufacturing Certification Training at the University of Kentucky
Market Based Management - US Department of Justice - A/T/F & E - Security Clearance