SCOTT J. BYE

***** ******* ***** **** *****: 630-***-****

Pickerington, OH 43147 E-mail: abj4dn@r.postjobfree.com

Senior manager with experience in all aspects of industrial, consumer, and

automotive products general management, distribution, sourcing, and

manufacturing. Increases shareholder value through hands on involvement and

focus on the bottom line. Have successfully used kaizen, lean

manufacturing, six-sigma, and a thorough understanding of business

financials as a cornerstone of success. Extensive experience with Global

Sourcing. Experienced working with private equity firms to restructure

businesses.

PROFESSIONAL EXPERIENCE

CSC WORLDWIDE (www.cscww.com)

Columbus, OH Sept.

2009-Sept 2010

A $30 million manufacturer of highly engineered heated and refrigerated

showcases. Brought in to implement reorganization of operational areas.

. Implemented S&OP process to reduce inventories.

. Efficiencies in plant improved through re layout of facility and

defining performance metrics tracked daily. Improved plant cost

structure through use of lean tools.

ANCHOR HOCKING (www.anchorhocking.com)

Lancaster, OH 2007-

March 2009

A $270 million manufacturer and importer of glassware and house wares for

retail and foodservice clients. Responsibilities included 2 unionized

manufacturing plants with 1,300 hourly employees and 200 salary employees,

a 1.3 million sq ft distribution center, product engineering, planning,

sourcing, distribution, logistics, and customer service. Customers

included Wal-Mart, Target, K-Mart, and Darden Industries.

Senior Vice President New Business Development November

2008-March 2009

. Led purchase and integration of former Alco home interiors business. A

100% imported house ware company.

. Responsible for operational integration of Stolzle Brand into Anchor Food

Service segment.

. Established planning process to optimize introduction of new products

imported from China. Reduced customer returns and complaints.

. Established S&OP planning process for better planning of product demand

in the Import segment. Reduced inventory in the segment from $7 million

to $6 million.

. Reduced shipping costs by consolidating freight spend, saving $750k/year.

Senior Vice President Operations June

2007- October 2008

. Purchased and integrated competitor's facility resulting in reduction of

over 100 direct labor employees upon completion.

. Worked closely with United Steel Workers Union to successfully change

culture in the organization. Grievances reduced from over 200 to low

single digits.

. Upgraded the management team by replacing key positions with

professionals from other best in class organizations.

. Through the implementation of KPI's and lean initiatives reduced direct

and indirect labor costs by over $7 million at two operating facilities.

. Improved practices in 1.3 million sq ft DC resulting in labor reduction

from 170 to 130 employees.

. Developed S&OP process to reduce inventory from $76 million to $65

million.

. Reduced supply base, competitively bid significant portions of the

purchased items. Saved over $6 million annually through the process.

SCOTT J. BYE

UFI/INTERLAKE (www.Interlake.com)

2006-2007

Naperville, IL

$350 million manufacturer of warehouse racking systems with 6 manufacturing

(3 union 3 nonunion) plants and 3 distribution centers throughout the US

and Mexico. Responsibilities included 1000 hourly and 200 salary

employees, purchasing, planning, product engineering, and logistics. Major

customers included Home Depot, Lowes, Wal-Mart, and Sam's Club.

COO

. Established standardized metrics for all facilities to track and improve

operating results. Resulted in reductions in manning that improved

annual earnings by$2.1 million.

. Closed plant in Nuevo Laredo and consolidated into remaining Mexican

facilities. Saving of $2 million annualized was realized.

. Centralized purchasing from plant level resulting in over $2.2 million in

annualized savings.

. Developed Asian sourcing to reduce cost of high labor content items

annual savings $2.5 million.

. Reduced total inventory from $42 million to $24 million in 6 months.

BLD/SLOAN TRANSPORTATION LTD (www.BLDProducts.com), (www.Sloantrans.com)

2003-2006

Holland, Michigan

A $50 million private equity owned manufacturer of automotive engine

control components, and heavy-duty truck air and electrical components for

the OEM, and aftermarket. Products manufactured at 2 plants in the US and

imported from China.

President

. Transitioned business from a -7% EBITDA to 10% EBITDA in 12 months.

. Established Chinese sources to reduce purchased material costs by 10%.

. SKU rationalization reduced working capital requirements by $1.5 million.

. Established and implement strategy for penetration into European and

Chinese markets.

. Identify and evaluate potential acquisition candidates to enhance

stockholder value.

.

MAGNA DONNELLY CORPORATION (www.donnelly.com)

2001-2003

Grand Rapids, Michigan

$170 million, manufacturer of exterior automotive mirrors. Responsible for

the P&L of the business unit. Responsibilities included 600 hourly and

75 salary employees, product engineering, purchasing, sales and

distribution. Customers include GM, Toyota, and Honda.

General Manager

. Changed purchasing strategy to improve overall material cost by 8%.

. Developed plant site as a renaissance zone with Michigan Economic

Development Council.

. Implemented lean techniques to reduce plant direct labor by 20%.

. Awarded GM supplier of the year in 2002.

. PPM's reduced from over 500 to low single digits through continuous

improvement mind set.

SCOTT J. BYE

FINISH CORPORATION 1999-

2001

Grand Haven, Michigan

$30 million, ISO-9000 certified custom painter, and assembler, of

automotive components. Had full P&L responsibility of division.

General Manager

. Hired to develop management team, organizational structure, and improve

financial results.

. Sales increased form $19 to $30 million by targeting customers within

core competencies.

. EBIT increased from 4% to 11%.

. Improved first run capability from 50% to 90% by developing and

monitoring KPI's daily.

BORG WARNER AUTOMOTIVE, Air Fluid Systems 1996-1999

Grand Rapids, Michigan

A $170 million division with 6 plants that manufactures fuel tank modules

for the heavy truck and construction industry.

Vice President Operations

. Increased EBITDA by 6% points in last year despite price concessions to

major customers.

. Played a key role in the acquisition and integration of largest

competitor in 1998.

. Reduced the number of plants by one, while sales increased from $125 to

$150 million.

GUARDSMAN PRODUCTS/LILLY INDUSTRIES

1991-1996

Grand Rapids, Michigan

A $250 million manufacturer of coatings and resins for a variety of non-

automotive consumers.

Vice President, Operations (1994-1996)

Vice President Sales, Metal Coatings (1993-1994)

Regional Sales Manager, Metal Coatings (1991-1993)

BASF CORPORATION, OEM Coatings Group 1986-1991

Troy, Michigan

$600 million manufacturer of coatings sold to automotive OEM's in North

America and Canada.

Regional Sales Manager / Asian Transplants to North America (1988-1991)

Project Manager South Korea (1986-1988)

GENERAL MOTORS CORPORATION

1982-1986

Arlington, TX

General Supervisor Paint Department

EDUCATION

Kettering University- Formerly General Motors Institute, Flint, Michigan

Masters in Manufacturing Management, 1992

BS Production Management, 1982

SCOTT J. BYE

SIGNIFICANT CAREER LEARNINGS

. Have learned to be a good listener.

. Have a balanced background with sales, marketing, and

operations.

. Six-Sigma Champion

. Excellent understanding of financials

. Significant supply chain experience

. Significant Chinese sourcing network

. Mastery of Lean Principles

. Develops others for career advancement

. Closed and consolidated several plants

. Focus on Procurement for improved cost

. Uses systematic process for change

. Reorganized stressed companies

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