Clinton Bruinsma

• Developed efficient route plans to optimize fuel consumption and delivery schedules
• Monitored cargo securing techniques to prevent damage during transit, ensuring load integrity
• Conducted routine inspections and performed minor repairs to uphold vehicle performance standards
• Managed documentation for shipments, including bills of lading and delivery receipts

• Supervised daily warehouse operations and inventory management, built weld and paint warehouse from ground up and developed Kanban 2 bin system for purchased parts and consumables to control FIFO and inventory levels in weld cells and paint areas.
• Supervised daily warehouse operations, ensuring efficient workflow and adherence to safety protocols.
• Coordinated logistics for inbound Steel receiving deliveries and inventory controls.
• Developed fab/weld rack loading team and creation of OPI's to eliminate non value added waste from direct labor EE's, significant increase in press brake flow.
• Was a member of the Oracle Transformation team, switching over from fourth shift operating system in 2021-2022.

• Worked with consultants from Harris Lean, to implement Value Stream Mapping, do time studies to identify value-added, non value-added processes, eliminate MUDA (waste).
• Implemented fab/weld rack tugger operations to route parts from fabrication to weld markets (part delivery involving 3 buildings). OPI's and Kanban card trigger implementation to control fabrication part/rack-work order flow from fabrication to part markets after identification of Runners, Repeaters, and Strangers.
• (Team project) Developed assembly parts warehouse and tugger system to do 2 bin refills hourly via Kanban card controls.
• Built Creform racking for Assembly cells to get 2 bin system at POU for assemblers to minimize waste, save space and safety.
• Developed Standard Work and OPI's for Weld areas.
• Designed Value Stream Production boards for each area. Had different quadrants including Safety, Productivity, Quality, and Delivery as the main focus.

• Led Lean initiatives to enhance production throughput across multiple facilities to reduce waste and increase inventory turns.
• Oversaw compliance with safety standards, ensuring a secure working environment for all employees.
• Supported assembly teams, fostering professional development, accountability and improving overall team performance.

• Develop production plans and workflow with goal of eliminating over 400 cab backlog through identifying and eliminating bottlenecks, reducing rework initiatives, and amount of prep.
• Injury reduction initiatives to eliminate carpal tunnel injuries, switched from 6" to 5" DA's.
• Accident prevention working with Manufacturing Engineering to develop hanging OPIs.
• identified and implemented $200,000 cost savings by working with sister companies on best practices and consumables.

• Oversaw operational efficiency across all fabrication machines, enhancing productivity and reducing waste.
• Helped manage part inventory ensuring JIT production to weld, utilizing weld part racks as implemented per weld line.
• Analyzed performance metrics to identify areas for improvement and drive strategic decisions, developed first production and goals board (cube) which showed goals and metrics for Safety, Efficiency, Quality, and Delivery.
• Worked with Manufacturing Engineering to justify replacement of most fabrication equipment, replacement of lasers, press brakes, and saws to newer technology over doubling productivity and eliminating subcontract work. Went from 2 1000 watt lasers to 1 7000 watt fiberoptic Trumpf laser, and replaced 20-30 year old press brakes with 3 Trumpf 7 axis presses which greatly increased productivity and quality, enabling tolerance expectations of +-.03" or better.
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Worked night shift in 1993 while attending LATI for Electronics in 1993 while attending LATI for Electronics. Went full time in 1994.

• Was hired to work in saw area part time, then shear, then press brakes by 3rd month. By 1995 I was running the Whitney 771 Plasma CNC 12 hour shifts 60 hrs/week.
• 1996 I was promoted to night shift Assistant Foreman, helping with production tracking, and giving employee reviews.
• In 1997 I switched to day shift and was press brake operator and fabrication Lead person until I was promoted to Fabrication Manager in 2004.