Steve A. Marcus

***** ** ***** ******

Cell: 360-***-****

Brush Prairie WA 98606 E-mail: abh81t@r.postjobfree.com

Alt Cell: 360-***-****

Home: 509-***-****

A Manufacturing and Operations professional skilled at implementing Lean

Manufacturing and Supply Chain Management Techniques designed to achieve

higher margins and lower operating costs. I have multi-plant, site

consolidations, turn-around and new plant start up as well as P&L

experience. My experience encompasses over 20 years in Aerospace and

Defense (electronic systems, metal fabrication, machining, composites and

mechanical assembly and castings), along with Alternative energy,

Automotive and Automation Line equipment manufacturing.

Core Competencies: National and International Operations, successful P&L

Responsibility, Plant Rationalization and Consolidations, Manufacturing

Processes, Lean and Supply Chain Implementation (National and

International), Inventory Reduction, Leadership, Strategic Thinking,

Visionary, World Class Operation, Team Building and Lean Teaching.

INFINIA CORP

A venture capital backed energy Technology Company that has been

successfully developing and delivering Stirling Generators since 1985. The

Infinia Solar System is a high scalable solar powered generation solution

that enables rapid development of distributed and utility solar powered

generation assets that can be easily installed on sloped terrain and at

sites without water and in sizes that can easily be accommodated by

existing infrastructure.

Director of Manufacturing

Feb 2008 - Mar 2010

Consultant

Mar 2010 - June 2010

Responsible for taking the Infinia Solar System from product development to

scalable manufacturing.

. Negotiated the lease price and oversaw the construction of the new

start up facility.

. From permit to completion (Building) was done in 4 months (month

ahead of schedule).

. Designed, with my Mfg Eng. Team a semi-automated high volume line;

capable of mass producing a 3kw Stirling Generator; the line is

capable of 30,000 units per year (10 minute takt time); this is a

first in the industry.

. Went from an old start to finish build rate of 30 hours to 3 hours,

while maintaining a 99+% in quality.

. Automation included; fiber optic welding, automated testing, paperless

factory, sophisticated software and data collection that monitors all

facets of quality and build processes.

. Responsible for the transfer and start up of both product and semi-

automated line to new manufacturing site.

PRECISION MACHINE WORKS, Inc.

June 2006 - Feb 2/08

A Tacoma, WA based machine shop that specializes in machining tough metals

such as Titanium, Inconel and Stainless Steel. They are one of the very

few in the U.S. that do complex deep pocketed machining for the aerospace

industry (commercial and military).

Director of Operations / Product Improvement (Consultant)

I was brought on board to position the company for sale by reducing costs

associated with manufacturing. The following are some of those cost

reductions achieved. Company was sold.

. Reduced machine run time in excess of 14,000 hours by teaching

employees about speeds, feeds, cutter technology, metal removal rate

and cutter path programs to make man and machine more efficient.

Set up multitasking of machinist.

Taught new deburr method, that improved performance and quality, that saved

4122 hours annually.

Saved in excess of $250K on cutters, inserts, waterjet sand, coolant and

lighting through special sourcing agreements; vendor managed inventory.

AMEREQUIP CORP.

May 2003 - November 2005

Tractor attachment manufacturer for the Agriculture industry; highly

engineered backhoes, mower decks, loaders, etc. for various Original

Equipment Manufactures.

V. P. Operations

Managed 3 plants, developed global sourcing strategies and implemented lean

manufacturing.

Reduced overhead expenses by $400,000 on same sales volume and increase

throughput 18%; through setting up lean operations teams.

Set up off shore (Asia and India) sourcing of various components resulting

in an $800,000 savings.

Implemented a Vendor Managed Inventory system with all hardware and hoses.

Reduced inventory by $1.8MM (25%) through Kanbans and Demand Flow

Scheduling.

Implemented Kanbans as a way of controlling inventory and reduced lead time

by 50% to 75%; additional result was we went from 70% on time to 95+% while

reducing inventory.

DE-STA-CO INDUSTRIES July 2000 - May 2003

A tier 2 supplier that Manufactures Hold Down devices, Pick and Place,

Grippers, Tool Changers, Automotive Power Clamps & Cylinders and End

Effecters for the Automotive, Industrial, Pharmaceutical and Electronic

Automation Line industries.

V. P. Global Operations

Operationally responsible for 11 plants worldwide; Thailand, Brazil,

France, Germany (2), Connecticut, Texas and Michigan (4). Developed

global sourcing strategies to enhance profitability by leveraging both

currency exchange and labor rates. Developed a culture of Lean

Manufacturing in the Stamping, Machining, Turning and Assembly Plants.

Extended global sourcing to include China, Singapore, Rumania, Czech

Republic and South America.

Cut global inventory by 21% ($6.3M) through inventory profiling.

Cut expense spending in Detroit Operation by 40% ($3.0M annually); done

through lean teams

Cut cost of goods sold (COGS) on certain product lines by 45% through

Global Sourcing.

Developed global tooling strategy for stamping manufacturing to counter

price dumping by competitors.

Developed low cost private label manual and pneumatic clamps for select

distributors to defeat aggressive foreign competition.

Cut delinquent backlog by 99+% (from $2.0MM to $10K); through lean

techniques.

LMI

July 1999 - June 2000

Headquartered in St. Louis, MO, LMI is a $60 million publicly held company,

specializing in the fabrication of sheet metal, machine parts and

assemblies for the aerospace industry.

Chief Operating Officer Consultant

Responsible for 5 Plants in 5 states and the implementation of Lean

Manufacturing.

Established a Unified Quality System Approach, company wide, addressing

defect prevention that led to the establishment of a Certified Operator

Program.

Succeeded in getting off "Quality Hold" with a major customer.

Customer Acceptance (Quality) averaged 99+%.

Improved throughput 20% with 10% less people in 6 months; facility

rationalization.

SMITHS INDUSTRIES AEROSPACE December 1995 - July 1999

Headquartered in Grand Rapids, MI, Smiths Industries Aerospace, IMS

Division (part of Smiths PLC) is an Electronics Avionics designer and

manufacturer (SMT, Through Hole and Assembly) serving the commercial and

military aircraft markets.

V. P. / General Manager Manufacturing Operations

Responsible for all operations, multi-site (union and non-union) for a $260

million division. My P & L portion of that division was $188MM in revenue;

representing 70% of total sales and 88 % of total profit for the division.

Implemented Lean Manufacturing and Operator Verification Quality programs.

Responsibilities also included performing Due Diligence, operationally, for

potential acquisitions and managing International Offsets.

Grew Sales from $132MM to $188MM in a 3.5 year period by opening up a

retrofit program.

Taught Lean Manufacturing and Supply Chain Techniques along with doing a

Greenfield and Brownfield that yielded the following;

Improved Margins by 43% (from 35% to 50%); .

Grew trading profit from 5% to 21% in 3 years.

Reduced Operating Expenses 33% (from $39M to $26M).

Reduced Gross Inventory by 45% (from $29.5MM to $16.2MM).

Implemented a new Business Enterprise and Supply Chain Management System

that reduced procurement overhead costs by 33%.

KAMAN AEROSPACE October 1987 - November 1995

Kaman Aerospace (headquartered in Bloomfield, CT) is a helicopter (SH2G)

manufacturer for the US Navy as well as the commercial medium lift (KMAX)

for logging industry, oil exploration and fire fighting. They also built

subcontract components and assemblies for a wide range of commercial and

military aircraft.

V. P. Manufacturing Operations

Multi site responsibility for all production (Sheet Metal, Machining,

Assembly, Paint, Composites), Manufacturing Engineering, Tooling and

Support Organizations (Production Control, Industrial Engineering and

Subcontract Program Management). Established various programs; Kaizen

Events, Statistical Process Control (SPC), Operator Acceptance Program

(OAP), Task Schedule Statement (TSS) and Smart Capital, all designed to

reduce production and support costs.

Achieved a 70% reduction in defects per 1000 manufacturing man-hours

through setting up an Operator Verification Program and having Engineering

highlight key characteristics on the drawings. Results as follows;

Reduced In-Process Inspection costs by 50% by setting up Operator

Acceptance Programs

A 60% reduction in cost of quality; scrap, rework and repair.

Reduced Subcontract Delinquency by 50%; through.

Program and Overhead savings exceeded $2.0M in 2 years.

Reduced Manufacturing Engineering sustaining costs by 60%; using a program

called task schedule statement.

Consolidated 3 plants into 2, saving the company $500,000 annually, through

product rationalization and setting up the facility to operate with lean

cells.

LTV AEROSPACE AND DEFENSE September 1983 -

October 1987

Director Production (Composite and Metal Bond)

LTV (headquartered in Dallas, TX) is a large structures manufacturer for

both the commercial and military markets; specializing in empennages,

nacelles, wing and fuselage sections. Responsible for five (5) process and

tooling inventions associated with composite components that cut build time

by 50% to 80%.

. Previous assignments

o Director, Production (Metal & Composite Bond)

4/85 - 10/87

o Unit Manager, Production Technology/Manufacturing Engineering

9/84 - 03/85

For Composites and Metal Bond

o Project Manager, Manufacturing Technology

4/84 - 09/84

o Manufacturing Technology Specialist/Manufacturing Engineering

9/83 - 04/84

CLEARANCE: Held a Secret Clearance with LTV, Kaman and Smiths; currently

inactive.

ARTICLE: "New Developments in Vacuum-Bag Forming" Advanced Materials and

Processes Inc. Metal Processes, 6/87, pg. 33-35 & 38-39.

ACADEMIC CREDENTIAL & CONTINUING EDUCATION;

Bachelors Degree: University of California, Los Angeles (UCLA)

Masters Degree: Christian Bible College, Rocky Mount, NC

PH.D Degree: Christian Bible College, Rocky Mount, NC

FEATURED SPEAKER:

Future "Next Steps" in Ultimate Lean Enterprise. Given to MIT's Lean

Aerospace Initiative Program Office; September 1998.

Ultimate Lean Enterprise & Supply Chain Management. Given at North Star

Conference, Orlando, FL; May 1999.

Ultimate Lean Enterprise & Supply Chain Management. Given at SAE

Conference, Seattle, WA; June 1999.

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