Supply Chain Sales

Stephen M. Barr **** Elm Tree Rd N, Saint Paris, Oh 43072

Home 937-***-**** - Cell 440-***-****

Summary I am an experienced and seasoned leader capable of transitioning a

company from a mediocre operation to world class performer.

Lean Manufacturing - My experience implementing lean principles dates

back to the mid-eighties at Emerson Electric during the early years of

discovering the Toyota Production System. It was only strengthened at my

time with the industry leader, Danaher Corporation, where it has evolved

into the backbone of their Hoshin Strategic Deployment system.

World Class Quality Systems - I have implemented Total Quality

Excellence (TQE) programs in various forms over my career. This is

supported by years of experience using statistical approaches to

understanding variation and waste. Early in my career it was implementing

Ford Motor Companies Q1 program followed by their TQE program. I led

campaigns at Invacare and Hunter Manufacturing Company to achieve ISO-9000

registration. At Danaher we instilled a Six Sigma philosophy.

General Management Experience - I have had P&L responsibilities in

excess of $100 million in revenues. This includes multi-site experience

with multiple manufacturing plants and sales offices. I have led all areas

of the organization including Manufacturing, Product Design and

Development, Quality, Supply Chain and Manufacturing Engineering.

Employment History

Rittal Corporation Urbana, OH 2010 to Present

Vice President of Operations and Engineering

Rittal is the world leader in the production of enclosures, IT racks and

cabinet air conditioners in the world. I have full P&L responsibility for

the $200 million subsidiary in the U.S. Reporting directly to me is

Production, Production Control, Logistics, Quality, Design Engineering,

Mfg. Engineering and Supply Chain. In a short while I have been able to

exceed all performance goals for Quality, Delivery and Cost and the plant

is ranked first amongst international subsidiaries.

Mountain Dream Homes Tennessee LLC (MDHT) New Tazewell, TN 2008 to 2009

President

MDHT was a startup custom home business tailored to the vacation home

market around Norris Lake, TN. This has gave me the opportunity to

understand the role of a true entrepreneur. I personally performed all

labor relations, accounting, marketing and daily management of the company.

Operations were discontinued due to the extreme downturn in the market.

Hunter Defense Technology (HDT) Solon, OH 2001 to 2008

Vice President Operations and Engineering

HDT is defense contractor supplying direct to the DoD and DCMA in addition

to many OEM's supplying to these agencies. HDT products include Heaters,

AC, ChemBio Protection and Shelters for troop deployment. Total revenues

were $200 million. Under my leadership were the Manufacturing, Quality,

Product Development, Supply Chain and Manufacturing Engineering

organizations. I had P&L responsibility for over $100 million in annual

sales. I had three manufacturing plants in Ohio reporting to me and

supported lean initiatives at two facilities in Virginia. Key

accomplishments include:

Growth from $12 to $200 million - This was accomplished by doing a

true lean transformation from batch producer to a customer driven JIT

Company. I developed the lean training program and conducted company wide

training sessions. I was the lead facilitator for Value Stream Mapping and

Kaizen activities. Two events were conducted every month to support

focused breakthrough objectives outlined in the Hunter Strategic Deployment

Matrix. I was the creator of this Hoshin Strategic Deployment System.

These efforts allowed us to realize a 6x improvement in Sales Dollars per

square foot.

Participated in (2) Successful Private Equity (PE) Sales - Due to our

significant organic and inorganic growth, the company was very profitably

sold twice during my tenure. The organic growth is listed above, and I

also support due diligence efforts on acquisitions. I am experienced

working in a positive partnership between management and the PE team.

Cummins Interstate Power Inc. Walton Hills, OH 1999-2001

Vice President - Power Generation

This was the Cummins distributor for Ohio and Western Pennsylvania.

Cummins distributors were divided into two teams supporting the Over the

Road market and the Power Generation market. I was an officer of the

company with full P&L responsibility for the Power Generation business.

This included four Sales offices and a central service organization.

Markets included backup power, cogeneration and peak-shaving. Power

Generation accounted for $22 million of the company's $90 million in

revenue, yet contributed half of the overall net margin. Key

accomplishments include:

15-20% Growth in Unit Sales and Service Sales - Upon joining the

company I immediately instituted Hoshin Strategic Deployment with a monthly

review at each Sales office and Central Service. Key breakthroughs were

identified and broken down into critical activities. Value Stream Mapping

activities were also conducted to identify waste in the system to be

eliminated. This represented a cultural change within the organization and

very real results.

Joslyn Hi-Voltage (JHV) - Danaher Corporation Cleveland, Ohio 1996-

1999

Vice President Operations

JHV was a $40 million producer of medium voltage vacuum switchgear serving

the electrical utility and steel producing markets. It was a Danaher

Corporation holding at this time. In my role as VP Operations I had full

P&L responsibility leading the Manufacturing, Quality, Supply Chain and

Manufacturing Engineering departments. I also served as the Danaher

Business System (DBS) leader for the site. Key accomplishments include:

Featured Company in Annual Report - Each year Danaher would showcase

three of its most successful turnaround companies using the DBS. Due to

our continued efforts of Value Stream Mapping and focused kaizen

activities, we were featured in the annual report. The turnaround had

yield 40% top line growth while realizing a 15% reduction costs per year.

$4 million in on hand inventory was reduced while 40% of manufacturing

floor space was made available for growth activities.

50% Reduction of Field Complaints per Year -- Our goal was to reduce

field complaints 50% per year and it was achieved each year. This was

accomplished via the implementation of a Six Sigma approach to quality

improvement.

Invacare Corporation Elyria, OH 1993-1996

Engineering/Quality Manager

Invacare was an $800 million industry leader in home healthcare and medical

products. Organized into focused factories, I was on two teams supporting

Patient Aids and Power Wheel Chairs. My responsibilities encompassed

Manufacturing Engineering, Quality and Supply Chain efforts. Supply chain

efforts included offshore sourcing support in China. Key accomplishments

included:

Modernized Manufacturing - Moved from batch manufacturing to

synchronize flow, single piece work cells. I implemented SMED techniques

in the stamping area to reduce wasteful downtime.

Instituted Concurrent Product Development - I worked closely with

Design Engineering to institute a tollgate concurrent engineering system.

Development time was reduced 50%.

ISO-9000 Registration - I was part of the leadership implementing ISO-

9000 ultimately leading to ISO-9001 registration.

Ford Motor Company Brookpark, OH 1990-1993

Process Engineer/Quality Engineer

Ford had two engine plants in the Brookpark complex. I worked initially as

a Process Engineer in Engine Plant 1 supporting the production of the 4.9L

and 5.0L engines. This included day to day production support and capital

equipment installation in excess of $1 million. The last year I was

transferred to Engine Plant 2 as part of the 2.6L Duratec engine launch. I

was a Quality Engineer supporting day to day production and monitoring

warranty data.

The Ridge Tool Co. - Emerson Electric Elyria, OH 1987-1990

Project Engineering Manager

Marketing under the trade name Ridgid, Ridge Tool was the industry leader

in tooling and machinery for the pipe threading industry. My

responsibility included leading 6 Project Engineers supporting daily

production and capital equipment installations.

Breakthrough Use of Toyota Production System (TPS) - We were

trailblazers in implementing TPS style production. The factory was

converted from batch production to cellular technology. Focused areas were

moved from a traditional MRP driven push system to a Kanban pull system.

Process variations and waste were identified using SMED techniques and

Taguchi Methods. Thru-put was improved 60% and 50% of operations were

either combined or deemed non-value added. Wasteful variation was also

identified and eliminated by implementing an effective SPC program.

Not Detailed - Draftsman 3 years, Union Machinist 6 years

Education

Cleveland State University Bachelor of Industrial Engineering 1989

Weatherhead School of Business - CWRU Masters of Business Administration

1999

References Available Upon Request

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