Brett Dickson

Summary

Possesses 15+ years of experience executing annual operating plans, fostering team-oriented cultures, and employing data-driven management practices to enable multimillion-dollar manufacturing organizations to achieve aggressive goals for productivity, quality, and profitability. Offers demonstrated abilities in applying lean and continuous improvement philosophies across operations, engineering, quality, and materials functions within the aerospace and automotive fields. Leverages strong interpersonal and communication skills to engage customers at all levels, from the shop floor to the C-level.

Work History

Work History
Jun 2008 - Present

Owner

Prairie Technical Enterprises

Providing Managment consulting services for operational improvments, repositioning and transitions.Providing Hi Def Plasma cutting services for primarily the militarySupplier to Defense contractors for Armor related assemblies

2001 - 2008

VP North American Remanufacuring Operations

Aftermarket Technology Corporation

Aftermarket Technology Corp. (ATC)

Vice President of North American Remanufacturing Operations (NARO)........................................................................... 2004 to 2008

Promoted to build on the gains accomplished with Autocraft Industries.Held P&L responsibility for a $240-million, multi-site remanufacturing business.Administered a $30-million annual capital plan.Directed the efforts of 2,000 employees in 9 facilities in 4 states.Managed the customer relationship with Ford, GM, Honda, Chrysler, Allison, Subaru, Saab, Kia, Hyundai, and Mitsubishi; personally negotiated with customer leadership.Directed the development of business models associated with proposals and win strategy.

·Led NARO to win every major platform bid from Ford, Honda, Chrysler, Allison, and GM in 2005, 2006, and 2007.Won the coveted Honda Supplier Award for two consecutive years.

·Guided the team to flawlessly launch 40+ platforms and positioned ATC to remain the undisputed leader in automotive drivetrain remanufacturing in North America.

·Brought Chrysler and Allison to zero past-due and impeccable quality by applying processes similar to those implemented at Autocraft Industries.

·Integrated the Gastonia, NC operation into the balance of NARO by transitioning multiple product lines into several locations and closing the facility.

Vice President and General Manager of Autocraft Industries.............................................................................................. 2001 to 2004

Promoted to hold P&L responsibility for the $120-million flagship of the remanufacturing segment (the whole of ATC at that time).Managed a global supply base with annual spend of $65 million.Oversaw a distribution center with a four-hour response requirement.Served as the primary customer contact for Ford and Honda.Directed 1,000+ employees on 3 shifts.Built a leadership team that surpassed corporate expectations.

·Rolled out Product Family Teams (PFTs), metrics-driven processes, and lean techniques across North American operations, which rapidly improved quality, delivery, and costs by fostering a continuous improvement culture.

·Repaired the relationship with the business’s principal customer, Ford.

·Spearheaded a dramatic turnaround in culture to improve responsiveness to customer needs as well as delivery performance.

·Transitioned the Mahwah, NJ facility into the Oklahoma City, OK complex to leverage the synergies of existing infrastructure and lean culture.

·Secured QS9000 certification and maintained it with zero major findings for seven years; obtained ISO 14001 certification.

Director of Lean and Continuous Improvement................................................................................................................................. 2001

Directed and mentored the leaders of various sites in understanding, embracing, and implementing lean philosophies and techniques.Performed value stream mapping of processes across the enterprise and led efforts to eliminate waste.Coordinated multiple events to reduce costs and instill a lean and continuous improvement culture throughout ATC.

·Established the basic framework of the lean culture within ATC, including a 5S+1 initiative and cross-line audit process.

·Mentored the general manager of the Mahwah, NJ facility in turning a loss of $2 million into a profit of $3 million as well as reducing first-pass yield defects by 30%.

·Drove the development of a Sales Inventory Operations Process (SIOP) to facilitate forecasting, material efficiencies, operational capacity planning, and customer communication.

Sep 1995 - Jan 2001

Business Unit Manager

Grimes Aerospace

Grimes Aerospace – acquired by Allied Signal (Honeywell) in 1997

Team Leader of Repositioning.................................................................................................................................................. 2000 to 2001

Promoted to direct 20+ direct reports at multiple sites in transitioning and integrating Grimes facilities into the Allied Signal model and business units.

·Seamlessly executed the $60-million transition of Grimes facilities on time and under budget ($14 million).

Business Unit Manager.............................................................................................................................................................. 1996 to 2000

Held full P&L responsibility, overseeing materials, labor, engineering, quality, sales, marketing, and customer service.Drove efforts to eliminate silos that existed between procurement, engineering, and operations.Implemented meaningful metrics across the enterprise and re-implemented MRP throughout the organization.

·Guided progressively larger teams ($35-$120 million in annual sales) to achieve operational excellence, including reducing past-due from over $20 million to $0 and substantially improving quality, both in-house and out-of-box.

Procurement Quality Assurance Engineer............................................................................................................................... 1995 to 1996

Performed duties related to supplier selection, growth, and auditing.

·Reduced incoming defects by 32%.

1985 - 1995

Sr Production Engineer

Bendix

Allied Signal

Senior Production Engineer..................................................................................................................................................... 1994 to 1995

Continued the repositioning efforts begun in previous position, maintaining quality and delivery while greatly improving cost structure by leveraging existing infrastructure.

·Led 35+ associates to reposition the $140-million electronic assembly and test operation from South Montrose, PA to Teterboro, NJ; transitioned all product lines on time and within budget.

Bendix Flight Systems Division

Production Engineer Manager/Acting Plant Manager............................................................................................................ 1992 to 1994

Selected during a period of repositioning to guide the South Montrose, PA facility through the transition of operation to a design facility in Teterboro, NJ.

Production Engineer.................................................................................................................................................................. Prior to 1992

Achieved zero past-due to customer on the F-18 Horizontal Situation Display.Initiated production of B2 Glass Cockpit avionics on time and within budget following a two-year integrated engineering effort with design resources in Teterboro, NJ.

Education

Education
1982 - 1985

BSEET

DeVry Institute of Technolgy