BRAD MORRIS

Nashville, TN • 615-***-**** • adczvm@r.postjobfree.com • LinkedIn

Lean and Operational Leader in organizational transformation through the implementation of TPS.

ÞRan operations in multiple departments with P&L oversite

ÞConducted over 500 kaizen events

ÞStrong interpersonal and technical skills, enhancing organizational efficiencies and operations

ÞLed teams through successful breakthrough improvements in Safety, Quality, Delivery, Cost, and Sales and Operation Planning.

Competencies and Transactional Skills

Trained and Mentored from C-Suite to the Plant Floor • Developed High Performing Teams • Critical Thinking

Team Building • Project Management • Order Entry • Scheduling • Pricing • Quoting • Marketing • Sales • IT

Purchasing • HR • R&D • Engineering • Customer Service • Accounting • Finance • Transportation

Technical Skills

5S Value Stream Mapping Quality Systems SMED OEE TPM 3P Kanban One-piece Flow Pull systems Standard Work Poka Yoke Visual Management Systems Strategy Deployment A3 Problem Solving PPAP APQP MSA SPC FMEA GDT Hoshin/X-Matrix

PROFESSIONAL EXPERIENCE

ATKORE, Harvey, IL 2017 – 2020

Lean / Safety Director

Led six team members (Lean Managers, Sr Safety Manager); was an active member of the Corporate Lean Committee.

Developed savings pipeline for 15 PLANTS CAL, UT, TX, KY, GA, FLA, NY, OR, CAN

Total verified savings of $8.7M

Established plant level boards along with line boards, leadership standard work, VSM, kaizen participation tracking, 5s program with score targets, pareto analysis, line charts, countermeasure execution and documentation

Created corporate wide Lean Control Rooms (Obeya) and MDI auditing process to drive strategy at the plant level

Conducted annual strategy meeting for the plants President and VP’s

Developed 30-60-90-day tracking system with metrics / action items from past kaizen events to better sustainability

Executed ABS/EHS strategic planning for new acquisitions

CONTI-TECH, Fairlawn, OH 2015 – 2017

Lean Director

Led the global development and deployment of continuous improvement systems and tools, and active member of the company’s Lean Committee for roll-out and sustainability for 120 plants globally.

Drove improvement enterprise-wide for 25 plants

Total verified savings of $3.1M

Mentored site Lean leaders in TPS for operational excellence

Developed Lean Control Rooms to drive strategy at the plant level

Partnered with various plant managers and with their teams to train and build internal capability to utilize continuous improvement tools

Reduced WIP on average by 31%

Increased efficiency by 18%

Reduced scrap by 15%

LEAN HORIZONS CONSULTING, Glastonbury, CT 2013 – 2015

Senior Lean Consultant

Contributed to the company’s consulting team to develop training and value stream mapping for GM South America’s Accounting departments.

Drove continuous improvement in Lean Accounting at multiple GM sites in South America improving month-end close from 17 days to five days

Developed TPM and CI programs at multiple SMI recycling plants:

odrove uptime from 67% to 82%

oincreased yield from 42% to 63

oincreased capacity by 18%

oimproved a cellular tower contractor managing the managing their projects decreased lead time from 280 days to 123 days

CARLISLE TRANSPORTATION PRODUCTS, Franklin, TN 2009 – 2012

Lean Director

Oversaw development and implementation of the Carlisle Operating System throughout 18 sites worldwide.

Re-engineered the current manufacturing, business, and supply chain processes following Lean methodologies with verified savings of $5.3M

Utilized JIT, VSM, Kaizen, SMED, TPM, OEE, SIOP, takt time and other tools

Reduced inventory by 30% by implementing common packaging and JIT

BRIDGESTONE CORPORATION, Lavergne, TN 2006 – 2008

Business Unit Manager

Managed operations and strategic planning of continuous improvement for the TBR and PSR Tire lines. Annual sales of $150M of six departments.

Realigned departments in Lean, utilizing inhouse supermarkets, pull systems, right sizing WIP through customer demand (departments included Mixing, Calendar, Extrusion, Bias Cutters, Tire Room, Curing, Final Finish, and Warehouse)

Implemented “6S” plant organization

Optimized the kaizen schedule through impact difficulty analysis, along with metric boards in each department. Increased throughput on average by 17% through SMED, Jidoka, and waste elimination

Improved quality by 15% through standard work, and improved efficiency by 21% by eliminating rework and non-value-added work

Increased OTD by making the skus through customer demand vs. sales forecast

Reduced defects and rework ~ 28%, curing cycle time ~12% through OEE., labor ~ 9% (through waste elimination and cycle time/takt time studies), overtime in indirect and direct materials ~23%, overall budget of $36M ~ 13%

Completed Bridgestone’s Six Sigma Black Belt Program

ADDITIONAL SIGNIFICANT EXPERIENCE

ASURION, Smyrna, TN - Sr. Lean Consultant, 2012 - 2013

Drove continuous improvement in production of reconditioned cell phones and shortened lead time by 28%, increased yield time by 19%, and increased efficiency by 23%.

TBM CONSULTING, Raleigh Durham, NC - Sr. Lean Consultant, 2008 - 2009

Realigned manufacturing process at 10 facilities. Conducted 45 Kaizen events.

Scoped for continuous process improvements at the four Tire and Wheel sites (totaling $400M revenue/year), eight CCM facilities (totaling $415M in revenue), and Bimbo Bakery’s 12 sites ($250K in revenue), implementing Lean Manufacturing and Six Sigma philosophies

SATURN/GM CORPORATION, Springhill, TN,1990 - 2006

Roles held: Business Unit Material / Ops Manager Competitive Manufacturing Team New Vehicle Launch Team Business Unit Manager Exterior Panels Operations Business Unit Manager Fab Shop Operations Supplier Quality Engineer Quality

Progressed in various roles throughout organization from leading teams, improving and leaning-out operations, material, supplier processes,

packaging and warehousing.

Operational: overall budget $74M increased efficiency by 14% while increasing throughput by 8% and reducing scrap by 21%; part of team that verified Fab as QS 9000. Developed internal routes for material delivery 13% efficiency increase. Reduced downtime by 17%. Helped set up 3rd party logistics warehouse along with pick routes and delivery to the plants.

EDUCATION

Bachelor of Arts (BA) in Business Administration, Midwestern State University, Wichita Falls, TX

CERTIFICATION & TRAINING

Certified ISO 9000, TS 16949, ISO 14001 • Green Belt Kaplan University • Black Belt Program Bridgestone of America

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