David Brown

Foundry Operations and overall site KPI Performance.

Safety, Quality, Delivery, Efficiency. Development of strategy to recover backlog for product arrears to customer base. Internal delivery and CoPQ activities to drive our budgeting and overall Casting Quality improvements. DoD security clearance required as well as high level scrutiny on both internal and external communications.

Foundry Operation oversite includes large molding, finishing of planned castings ranging from 6k lbs to 135k lbs. Silica Sand /Olivine molding for NiAlBr and Stainless Castings for the US Navy. Establishment of Quality Control Specifications as defined by Best Practices and Contractual Obligations. Daily Grmba Walks, Skip level meetings, Monthly Leadership Safety Walks.

Time keeping systems utilizing SAP. Observation (Safe/Unsafe) via the MIS database as well as Responsibility Persons assignment through Simple Compliance database.

Currently providing oversite for all Operations at the Pascagoula Facility with Production and Maintenance reporting to me and HSE dotted line for all daily concerns and resolutions.

• As Business Unit Head of Operations I report to and work directly with the Sr
• VP/ Plant General Manager and the Regional SUBU Business Head (Farmington Hills) to ensure the company’s goals are met, both locally and globally
• As the Sr
• Director SUBU Head I had the operational responsibility for the Manufacturing Portion of the business
• Under my umbrella are the Maintenance, Engineering, Facilities, Kaizen, Tooling, Production as direct reports with Quality and Production Control having a dotted line to me for reporting and operations
• I currently provide leadership and oversight for 700 hourly production members, 30 PD Supervisors, 6 PD Managers, 2 PD Directors, 95 Maintenance and Engineering members, 2 Technical Managers, and 1 PE Director
• Having transferred from our Harrodsburg Facility to our Berea Campus we are now working to implement Standard Work, Roles and Responsibility for each Leadership Level, Streamline Decision Making, Improve CoPQ (Cost of Poor Quality) through OEE improvement activities and Jishuken Activities (Defect Reduction), and FMDS (Floor Management Development System)
• Daily Leadership Meetings designed to enhance the communication for the Leaders for the Gemba Activities and or concerns
• Supporting and coaching our leaders and our team members on the business needs and structure
• Instituting the Servant Leadership Management Style, showing value at the shop level
• Education and training for our members at all levels to improve operational knowledge, current business status, standard work, improved systems for KPI monitoring and problem solving, 5s, Safety, Quality-Stop Call Wait.

• As Director of Manufacturing I report to the Sr
• Director and work closely with the VP of Operations to ensure the company’s goals are met, both globally and locally
• Provide an atmosphere that promotes open communication, team building, and quality mind concepts
• I have oversight of the entire production team within the ECU (electronic control unit) Dept 3 Section 3C
• Provide leadership and oversight to Sr
• Managers in daily KPI measurables (Safety, 4c, PPM, Defect Cost, AWT, FTQ, OEE, and ST reduction, Headcount (budget as well as operation to sales)
• Member evaluations (mid-term and annually), goal setting (self and team)
• Support bi-weekly Profit x Product meetings, and promote the FMDS system as a directive of problem solving and cost management
• Support budget recovery activities, as well as mediate expert support teams from Japan.

• 4th Level of Management, Quality of parts being produced/Standard Method Audit
• Responsible for safety of the team from the parking lot to the shop floor
• SGA/CFT Champion or Leader, work closely with DE, PE, and QA to develop PFMEA, Quality Control Documentation, and Process Flow
• New Program Launch Management from PV to SOP
• Daily Cost per Piece, AWT, FTQ, OEE / Data Analysis Supports and develops all levels of staff (Section Manager, Assistant Manager, Supervisor, Lead Person, Team Member), Servant Leadership- available for the needs of the Team! 24/7 by phone, text, or email Problem Solving- Support SGA and CFT Activities, Layered Process Audit, Lead and oversee Cost Reduction Activities, Customer Visits- support and champion activities, Standard Method Audits Works closely with Department Director on items such as Headcount, ST
• Reduction, Trend Data (Defect, AWT, FTQ), Purchase Request Approval, Quality Cost Tracker (Supports internal sort of finished goods and tracks cost)
• Approves and or initiates AMRP, TPPD
• I Lead Daily Gemba Meetings as well as weekly Staff Meetings, Supports 7am Leadership Meeting

• As the section manager over the FA1-3 and SMT 1-3 lines I am tasked with not only the safety and quality but the overall production of these areas
• I facilitate line side meetings as well as promote a more focused mentality for problem solving using the PSR, A-3, 8D, 8 steps of problem solving, utilizing the Genchi Genbutsu (go and see mentality)
• I promote safety and organization through practicing and encouraging 4c
• I take a focused directive on driving improvements to improve our safety, ergonomics, productivity, and overall quality
• I take an active role in the improvements and education of our assistant managers to bring them to a level beyond their current roll
• Reduction of overtime to improve our bottom line (profit margin) as well as to promote a more diverse group of team members through cross training
• As the production manager it is my focus as well to assist our Senior Manager and Director in keeping our budget on task
• I also promote and build communication that goes beyond the production department to help build a more cohesive core group from within involving our Maintenance, PE, QA, PC, and IE teams
• Work closely with our PC department and Assistant Managers to fill all shipments on time
• Update and create controlled documents such as PFMEA, QC, OM, and reference forms.

• As an Assistant Manager at Hitachi I am responsible for the facility and employees for the off-shift operations during the week as well as our weekend shifts
• Each cell consists of 2-9 team members and a lead person
• We currently operate 12 different cells for a daily average of 50 team members, 5 lead people and 3 supervisors
• I am currently the only manager on our off-shift production, it is my responsibility to control the safety and quality of work as well as the production flow
• I work closely with my supervisors to keep our teams on task as well as to coach them along in areas such as 5s, 8 steps of problem solving, root cause analysis, kaizen
• I work closely with our maintenance, warehouse, as well as the quality team members on all shifts to ensure that we as a team are all focused on the same tasks and goals
• I am responsible for completing 8d root cause investigation both for internal issues as well as external customer concerns
• I encourage team building and a purpose driven work ethic as well as effective communication at all levels
• I perform daily safety walks to ensure not only team member safety but also the safety of our facility
• I am familiar with lotus notes, Kronos time keeping, excel, word, power point, ADP payment systems, and oracle
• It is also my responsibility to verify and authorize corrective action request, update and control such items as our internal work instructions, check sheets, and visual aids.

• As a Group Leader I am responsible for the facility and employees for the 3rd shift operation
• Each department consist of 6 Team Members and a Team Leader
• I am currently the only Manager on 3rd shift and control the Safety and quality of work and facility as well as the production flow, scheduling
• I am responsible for answering customer questions and directing our team in any quality issues or concerns that our customer has commented to
• I am over the Maintenance, Warehouse, Injection Mold Department as well as the Quality Team Members on 3rd Shift
• I am responsible for finishing monthly business report to include overall waste, production, and efficiency
• I encourage team building and a purpose driven work ethic
• I have been trained in items such as the TB-Way, Toyota Business Practice, A-3 Problem Solving.

• Instructed and guided a team of 52 employees in the day to day operations of the facility
• Trained and monitored employees on safety and quality procedures
• Daily interaction with employees to assure production output and to communicate as to any problems that may need to be addressed to better help the employee makes their goal
• Organized and scheduled work for the entire department
• Daily production and scrap logged into the database
• Corrective action, audits, and yearly reviews
• Worked closely with the Area Manager, and Operation Manager Daily to plan Head Count, Discuss Material Issues, Machine Downtime, and New Product Launch
• Traveled to Austria for final sign off on new equipment purchased for our Lean Manufacturing Production Line.

• Directed 10 associates as to their daily shift assignments
• Entered all daily production and waste into the computer data log
• Maintained a safe working environment throughout the department
• Attended daily production meetings and worked closely with the Shift Supervisor and Management Team to maintain proper supply of each product and to address any problems within the area
• Maintained company confidentiality about all internal processes.