Brian Russell Jenkins

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

Chagrin Falls, Ohio 44023

Home: 440-***-**** adus5u@r.postjobfree.com Cell: 330-***-****

SUMMARY

Results driven transformational manager with significant Lean and Six Sigma manufacturing experience. A strong record of leadership in volatile and challenging business environments. Led successful business turnarounds, increased delivery and quality metrics, and achieved ISO certifications. Experienced at managing multi-cultural staffs and production facilities of up to 4500 associates. Deep knowledge of lean manufacturing techniques based upon Toyota Production System (TPS).

Other Experience Includes:

•Lean Manufacturing

•Profit and Loss Responsible

•Process Engineering

•Unionized Workforces

•Contract Negotiations

•Supply Chain Management

•Global Relationships

•Environmental, Health, & Safety

•Customer Relations

•6 Sigma Master Black Belt

•Project Management

•Sales Experienced

•Managed Multiple-Locations

•Financial Turnaround

•Machine installation

EXPERIENCE

THERM-O-LINK WIRE AND CABLE

President/ General Manager Oct 2018- July 2022

Responsible for profit and loss for multiple locations, two in Ohio, one in Texas. Responsible for all business departments.

•Added new customers to diversify Sales by 10% - clients and products

•Normalized costing and pricing system for faster quotation cycle

•Increased machine 20% utilization through improved maintenance techniques

•Negotiated three new raw material suppliers to ensure delivery performance

•Shutdown non-productive products or departments

•Maintained ISO certifications with minimal staffing

•Rationalized machine scheduling program to improve on-time delivery

•Re-organized plant personnel

•Reassigned product the plants produced

•Developed plans for owner's approval

CYPRESS TECHNOLOGIES Jan 2012 – Jan 2018

General Manager

Responsible for all EHS, I.T., Human Resources, Plant Operations, Purchasing, Engineering, Quality, and Supply Chain for electronics assembly, cable production, and harness assembly. Workforce of over 100 people.

•Implement lean manufacturing techniques and structured production planning cycles, and material planning sessions.

•Improved output surface mount board building line.

•Improved training of hand mounted board building

•Improve inspection equipment for SMT line

•Reorganized structure for future growth

•Trained key personnel in EHS and Waste observation

•Successful in reducing TRIR and DART KPIs

•Increased on-time performance to maintain over 95% on key customers

•Lead team to successful Quality certification with key customers and maintained ISO 9902 standing

•Developed 3-5-year overall business plan

•Developed Sales and Marketing plan for CEO approval

PHILIPS OUTDOOR LIGHTING

Senior Manufacturing Manager Feb 2011-March 2012

Responsible for Production, Quality and Delivery of professional lighting to customer base. Responsible for a workforce of 200 people and projects improving efficiency and cost reductions of the operation. Included in the duties are employee Safety and all Environmental aspect of the facility.

•Implemented Production Cells for Low Volume /High Mix

•Led team to improve paint line production 35%

•Led ISO Certification efforts in Safety and Quality

IKON CONSULTING (Contracted to AEES) Dec 2009- Dec 2011

Supply Chain Development, San Antonio, TX

Responsible for the performance improvement measures of key suppliers. Initiated and implemented projects for improved consigned inventory management. Improved AP processes for cash flow improvement. Developed recently hired personnel for maintaining implemented systems.

•Improved delivery performance to 95% on time using 6 Sigma processes

•Eliminated premium inbound freight, average savings $14K per month

•Reduced substitute purchases by 25%

ALCOA FUJIKURA LTD. Jan 1984 – Jun 2009

Lean Manufacturing Manager, San Antonio, TX Mar 2006 – Jun 2009

Initiated and implemented a special project group of Green Belts, based in Mexico. Led a four-person team of internal consults to implement, facilitate, and manage projects for targeted cost savings. Primary objective was to find waste and eliminate to meet business objectives and develop plans to reduce or eliminate. Led weekly progress reporting to VP of Operations and Steering Team on specific projects. Improvements based upon 6 sigma and Toyota Production System techniques.

•Led Hoshin Kanri planning meetings

•Implemented A3 Process improvement process

•Established Stores, Buffer, Safety Inventory levels for processes

•Created 5S program and KAN BAN pull system for warehouse/ service center

•Led team project to reduce WIP inventory $12 million annualized in 2009.

•Developed Oracle Master Production Scheduling protocol for production and inventory control.

•Documented key processes’ Value Stream Map for review and improvement projects

•Establish standardized work for office environment

•Rearranged storage area for visual and KAN BAN pull system.

•Established POKA YOKE methods for daily cycle counts and inventory

General Manager, Puebla, Mexico Jan 2002 – Jun 2005

Responsible for profit and loss of 2,500 person, $180 million, just-in-time manufacturing site. Primary objective to initiate implement cost saving projects to meet company’s objectives. Responsible for all business functions on site with 12 direct reports. Created and implemented business plans for location in a high mix environment. Managed all customer relationship regarding Sales, Customer Service, and Design Engineering and Product Delivery. Developed high performing management team and implemented employee productivity projects and successful union relations.

•Led business turnaround from loss to profit of $20 million.

•Led successful union negotiation (previous negotiations resulted in strike).

•Initiated and led team that improved delivery and quality metrics by 71%

•Rationalized headcount through process improvement by 14%.

•Started new facility in Honduras for sub-assembly production

•Awarded new program from customer recognizing improvements

•Transformed floor push transactions and schedules to pull KAN BAN system through strategic teams

•Established JIT delivery system

Lean Manufacturing Coach / Facilitator, San Antonio, TX Jan 2000 – Jun 2002

Received training in lean manufacturing techniques. Primary objective was to work with plant personnel across the U.S. implementing and monitoring projects to improve cost, quality, and delivery. Led training classes with local management on Lean techniques to start cultural change.

•Led Hoshin Kanri planning meetings

•Led team that improved logistics between supplier and customer’s location saving $1 million/ yr.

•Improved die change-over time in injection molding from 1 hour to 20 minutes.

•Trained key personnel in plant on lean manufacturing techniques as a local resource

•Participated in plant’s improvement teams as a facilitator to ensure proper

•Provided technical advice to plant leadership.

Commercial Vehicle / Customer Service Manager, San Antonio, TX Jun 1998 – Jan 2000

Sales and Customer Service manager for major heavy truck customers. Responsible for on-time delivery, order entry accuracy, and resolving product quality issues. Primary objective was to reorganize Customer Service Department to meet business objective and build relationship with key Customers.

•Hired and trained key management department personnel

•Kept $80 million in sales from previous customer.

•Implemented Featured Based Ordering (FBO) system for configured products.

•Improved on-time order delivery from 80 to 95%.

•Implemented Oracle business system

•Aligned Customer Service Agents by flowpath

Kentucky Location Manager, Campbellsburg, KY Jan 1996 – Jun 1998

Responsible for profit and loss and all functions of two manufacturing facilities totaling 700 people with $100 million in Sales. Transformed low performing management team to top producing team with regards to costs, quality, delivery, and safety. Led transformation in manufacturing system from batch production to configured product.

•Led business in a $10 million turnaround.

•Established Just-In-Time (JIT) facility for sequenced vehicle delivery.

•Achieved ISO 9002 Certification to maintain business position.

•Led plant team on Oracle implementation

•Led and establish customer service and engineering department

•Worked with Design engineering department in design for manufacturing product improvements

•Led transfer of business to Mexico

•Participated on negotiation team for new union contract

DIXIE WIRE COMPANY (ALCOA FUJIKURA LTD), Nashville, TN Jan 1984 – Jan 1996

Held various progressive positions in maintenance, engineering, production, and sales. Primarily was a plant manager responsible for profit and loss of a 45-person, $80 million facility. Main business objective was to build plant team to increase production and delivery of wire to sister plants for future product launches

•Installed state-of the-art metal drawing equipment and led successful start-up process.

•Hired and trained Quality, Process Engineering, and Maintenance personnel

•Installed quick change-over equipment to reduce set-up scrap

•Designed standardized work for new wire facility

•Augmented preventive maintenance system as Maintenance Supervisor.

•As Plant Manager, led plant team to achieve ISO 9002 certification.

•Led team that designed, purchased, and installed plastic extrusion and wire drawing machines.

EDUCATION

MA, Organizational Management, Trevecca University, Nashville, TN

Thesis – The Study of Automotive Wire Strippability Characteristics in Harness Assembly through Utilization of the Taguchi Loss Function

BS, Electrical Engineering, University of Tennessee, Knoxville, TN

CERTIFICATION / TRAINING

Balanced Scorecard

Toyota Production System

Green Belt 6 Sigma Training

Lean 6 Sigma Black Belt Certification

Lean Six Sigma Master Black Belt

www.linkedin.com/in/brian-jenkins-48801715

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