Bruce West

•Leads and directs the manufacturing activities of a custom high voltage electrical transformer operation. The operation consists of 180 indirect and 10 direct reports. •Drives process compliance to meet FPY goals. •Develops plans to maintain and continuously improve plant safety. •Communicates with Sales Director and customers about project schedules. •Controls manufacturing expenses in line with budget targets. Including headcount, manufacturing overhead, material, maintenance. •Leads and drives continuous improvement initiatives. Including the development of Key Performance Indicators. •Collaborates with Human Resources to oversee training and development plans for all hourly and salary production personnel. •Leads project scheduling activities as it pertains to manning, machine, and material.

•Leads, directs, and coordinates the overall operations of a cold drawn tube operation. Direct reports are a Plant Superintendent, Maintenance Manager, planning dept., Health and Safety Manager, and a Process Engineer Manager that supply the aerospace, and oil and gas industries. •Manages and creates plan for CAPEX projects. •Monitors plant performance and develops KPIs to improve operations. •Collaborates with Health and Safety Manager to identify safety system improvements. •Negotiates Collective Bargaining Agreement with district and local union. •Manages daily P&L and develops plant budget. •Effectively leads a culture of change and continuous improvement. Accomplishments: Effectively managed operations that increased EBITDA from 6.8% previous year to 12.5% through cost reductions and execution of the sales plan.

·Managed the daily operational and continuous improvement activities in the sawing, forging, repair, and pickling operations. ·LED SHE (Safety, Health, and Environmental) initiatives through effective communication and development of corrective actions. ·Developed production and manpower schedules for all operations and shifts in order to meet delivery schedules. ·Responsible for establishing and attainment of Earned Standard Hours goals and Variable Conversion Cost (VCC) targets of operations. ·Led standardization of processes and identify areas of improvement by use of root-cause analysis and the contributor analysis process. ·Collaborated with maintenance management to schedule equipment maintenance schedules. Accomplishments: Increased productivity in the repair department 14% month-after-month by reducing headcount and implementing various lean manufacturing tools.

·Led 108 hourly employees and managed four direct report supervisors in a flash-welded ring fabrication, heat treatment, and machining operation that supplies the aerospace industry. ·Managed the achievement of throughput targets so that goals are achieved in a safe, quality, and efficient manner. Implemented corrective actions when targets are not met. ·Developed and assisted in the implementation of strategic operational and capital budget plans to ensure long-term business viability. ·Successfully led responsiveness and cost reduction through management of Theory of Constraints and operational work rules. ·Responsible for implementation of training, discipline, and staffing objectives of the operation. ·Collaborated with Engineering and Quality to identify opportunities to maximize production and minimize scrap. Accomplishments: Facilitated $1 million cost-savings initiative by bringing outsourced machining work back in house. This was achieved by building capabilities in hourly staff, collecting revenue from scrap chips, and developing machining cells

·Managed 90 hourly employees and three direct report supervisors in the daily duties of a seamless ring rolling forging, heat treatment, and machining operation that supplied the energy and aerospace industries. ·Established quarterly production schedules in all operations of the business (sawing, forging, heat treating, inspection, machining) with constant attention to inventory, lead times, and maximization of furnace loads. . ·Process monitoring of the production process to make recommendations for improvements to processes in reference to QRM and Lean strategies. ·Led a Kaizen event in the machine shop that developed efficiencies and eliminated waste in the process. Introduced cellular style machining to machine shop. ·Interviewed job applicants to satisfy job vacancies ·Coached direct reports and developed tactical methods for self-improvement. Accomplishments: Yielded over $200,000 in annualized cost-savings resulting from headcount reduction. Developed standardized work instructions for all areas of the forging operation that achieved 92% first pass yield and $152K annual savings.

·Supervised up to 35 employees in daily automobile manufacturing and logistics operations. ·Effective use of JIT (Just in Time) and sequenced parts production in daily operation in order to maintain inventory control. ·Maintained production cost schedules and quality requirements through use of production pull system. ·Performed evaluations and coaching to employees regarding job performance, and methods of performing job tasks. ·Ensured production resources including materials, equipment, and manpower were available to maintain production schedules. Accomplishments: On Continuous Improvement team that developed a Production Pull system that effectively reduced in plant inventory by use of Just In Time (JIT) delivery. Continuously improved material flow by redesigning plant layout/delivery routes.