Bradley H. Lyons

*** ********* **** #***-***

Roswell, GA 30075

***/862-****-***/552-0438 fax

Email: adjlvt@r.postjobfree.com

Lean Enterprise / Organizational Excellence Strategist and Consultant

Brad has over 35 year’s business management experience including the design and development of organization and management systems. His business experience ranges from plant manager, franchise management to controller of a manufacturing, wholesale, retail and distribution company and owning and operating his own businesses. The past 30 years as a Lean Enterprise / Enterprise Excellence business consultant he has assisted his clients in their initial “Lean” launches and/or sustainment and acceleration of their Lean deployments. He is a 1980 graduate of University of Georgia, with a BBA in International Business.

As a consultant and coach, he takes his clients, through a directed process typically starting with creating Vision and Mission statements and the strategy plan, to assisting with the implementation of the systemic changes required to achieve management’s goals and objectives. The goal is always to improve quality and customer satisfaction while reducing operating costs. He has also developed and led seminars and workshops for public and “in-house” Lean and Lean Leadership programs.

His consulting process focuses improvements on the design and management of the clients’ core business processes and the supporting systems that currently exist, or need to exist, to satisfy their customers’ quality, cost and delivery requirements throughout the total supply chain. He has worked in most every area of the client’s organization, whether a service provider or production facility, from the suppliers of the raw materials through its core business processes to the customer delivery systems.

The engagements with his clients range include executive Strategic Planning to Kaizen Events, Lean Tools training and implementation, project management and manager/supervisor training. He has helped clients in every level of implementation from get started, boasting existing programs or resurrecting old programs. This includes most recently the full implementation of 5S programs, TPM/CMMS programs, and lean management programs. In addition to the focus on the core business processes, he has worked in the many support processes that exist within every business such as in sales, engineering, customer service, quality, warehousing, maintenance, IT, distribution and in the finance processes/departments such as purchasing and accounting.

His consulting work has taken him most recently into companies such as Palfinger NAM, Unico Technologies Group, Toro Company, Mack Truck/Volvo, PACCAR - Peterbilt & Kenworth Truck, Simpson StrongTie, Kellogg Company. Earlier clients include Ford Motor Company, United Technologies, Caterpillar, Allied Signal, Tyco Thermo and Healthcare, and Lucent Technologies in all parts of the US, Canada, Mexico, England, Germany and China. While working with the Milwaukee School of Engineering’ Business Excellence Consortium, he consulted to many of the area’s leading companies including Menasha Packaging, ORBIS Corporation, Oshkosh Truck, SPX, SC Johnson, PDM Bridge, Serigraph, ABB, Akzo Nobel.

His focus is always on measuring and improving the overall performance of his client’s business by leveraging the appropriate Lean Tools that allow for the effective transfer of the technologies required for sustainable success. This success is measured in improved productivity, reduced costs, improved delivery and lead times, improved quality and improved safety for the organization’s entire workforce.

Success Highlights

Palfinger NAM/American Roll Off (NJ)

oInterim Plant Manager Dec 2019 - Nov 2020

Results: immediate stability to shaken organization while learning to thrive through the impact of the Covid. Reduced lead time by 75%, improved OT delivery by 50%, productivity improved by 13%, overall inventory reduced by average of 15%, elimanted WIP inventory, improved Quality and Safety metrics.

EA Sween/Deli-Fresh (MN)

oFood Manufacturing – deployed an OEE software and production management system

Results: $1.1m in 1st year savings in 2 Kaizen events within the first 90 days – 1. Effective shift and break startups yielded $600k and 2. QCO/SMED yielded $500k. Additionally, converted the existing paper Quality system to Certified Paperless.

SPG Group (NY)

oContract Packaging – deployed an OEE software and production management system

Results 15% productivity improvement in the first 90 days through improved communication, better team work and effective problem solving.

Smuckers (formerly Ainsworth Pet Nutrition) (KS)

oPet Food Manufacturing - deployed an OEE software and production management system

Results – 20% productivity improvement and 10 point OEE Improvement through better communication, team work and 2 QCO Kaizen events

Toro Company (WI)

oWarehouse – Asked to evaluate the need enlarge the warehouse for more storage space

Results: Using existing footprint, improved storage density by 50% without capital expenditures by combining SKUs, installing right sized shelves, and increasing the number of static and dynamic locations. With this available space, the plant was able to relocate WIP to the warehouse and reduce pallet racks by 40% and free up ~4k square feet on the plant floor

oWarehouse – Asked to work on improving delivery results from warehouse to assembly plant

Established a scheduled Milk Run System across all shifts – increased OT delivery by 75%

Established better electronic communication tools to make available real time data – reduced the calls for expedited deliveries by 50%

oWarehouse - asked to improve Pick accuracy for JIT delivery to plant

Established improved training process and an audit process for all employees at warehouse and in the plant – improved pick accuracy by 80%

Established a communication board for each pick line to better communicate issues across all shifts

oWeld Department – Asked to increase throughput for one model without additional headcount

Established cellular flow and increased output by 45% with existing staff and no OT

Reduced WIP by 95% moving from batch to single piece flow

Mack Trucks (PA)

oWarehouse – Asked to identify additional storage space within the plant

Identified and created an area that once reorganized was able to gain the requested 10K square feet needed for materials supermarket for product taken off the assembly floor

Also, created visual management system for the established milk run process for serving the assembly plant from the remote warehouse

oWarehouse and Assembly Plant – asked to reduce the hardware on the shop floor and establish a hardware supermarket and milk run resupply process

Worked with vendor to reduce WIP on the shop floor by 50%

Worked with vendor to create Kanban tags and replenishment process

Worked with plant to establish delivery routes and kanban posts throughout plant to allow for next day replenishment

oWarehouse – asked to move 5k square feet of WIP on assembly floor to warehouse and establish kanban process for replenishment back to assembly

Worked with warehouse personnel, paint department and assembly to create a kanban delivery process to bring Painted truck hoods, reduced hood WIP by 50% with pull signals

Reduced defects/rework associated with the storage of the WIP by 90%

PeterBilt Truck (TX)

oAssembly Line – asked to establish a Model Final Assembly Line

Established kanban carts and replenishment process for model line and its internal and external suppliers

Reduced WIP by 85% - established JIT with kanban flow for lineside required materials

Reduced overall rework by 60% - reduced rework from actual final assembly area by 90%

Kelloggs (San Jose, CA)

oPart of a team that looked at all communication, measurement, reporting process to look for opportunities to reduce the overall cost of the product being manufactured. My role was to reduce unplanned DT to improve overall throughput

Reduced unplanned DT by 75% without capital expenditures by establishing Mtnce processes and measurements across all shifts.

5S entire Mtnce shop and MRO and created daily audit process

Created shift huddle to review Mtnce metrics

Established and trained all Mtnce personnel on SAP usage and gained 95% acceptance within 30 days

Reduced OT by 100%

Improved production output by 25%

Reduced scrap associated with the equipment breakdown by 50%

Menasha Packaging (WI)

oAsked to help them create a metrics system for their manufacturing plants

Created the Performance Metrix Management System that we installed in 9 plants across the US in 12 months

$2.5 million in direct labor savings only was achieved in the first year of the implementation

Orbis Plastics (WI)

oAsked to train and build a Lean implementation plan for the entire company.

Trained the executive team first (5 day retreat) and then built rollout plan for the plants

Established Performance Metrix Management system across all plants

Coached and trained each plant on the effective use of daily huddles and management meetings.

Also ran 5S, SMED and TPM events to support the needed improvements in their metrics

Serigraph Printing (WI)

oStarted Lean Training with a 3 month Lean Boot Camp with all managers and line leaders

The VSM we did showed a total 9 month lead time for a significant portion of their product and the CEO said that was unacceptable. He dedicated 6 FT lean leaders that I trained and coached. Over a period of 18 months we did 5S, WIP reduction, SMED and TPM events to engage the workforce. The final results are best measured by the fact they were able to consolidate 3 plants into one with the same equipment and headcount 2.5 years later

Electrolux (GA)

oAsked to work with vendor to reduce the piece cost and reduce WIP of sticker and decals

Worked with plant and vendor and in less than 6 months they saved over $1m on a $2.5m annual spend while reducing WIP by 50%

Misc – led over 500 Kaizen events in almost every industry and department across the US, Mexico, Canada, Japan, China, Belgium, Germany, England and Ireland

oVSM’s – Overall lead time reduction, month end close reduction, paperwork streamlining, sale processes, scheduling processes, hiring process, onboarding processes, etc.

oTPM events – injection molding, extrusion, paint, weld, printing, stamping, corrugation, chemical

oSMED/QCO events - injection molding, extrusion, paint, weld, printing, stamping, assembly cells, packaging, chemical, food

oCellular manufacturing – assembly, welding, sub-assembly, rework, packaging

oTraining and Facilitation

C Suite, leaders, managers, supervisors and front line (union and non-union)

Led over 75 Lean Boot Camps – 3 day, 5 day and 3 month long

Coached over 100 Lean Leaders

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