Customer Service Manufacturing

STEVEN E. JARRY

* ********* ***** **** *****: (**3)

***-****

Merrimack, New Hampshire 03054 Cell Phone: 603-***-****

E-mail: **********@***.***

SUMMARY

Over twenty-five years of diversified managerial experience with demonstrated strengths in:

• •

Creating Value Through Innovation Applications Innovation Leadership and Mentoring

• •

Business Planning and Management/Product Forecasting Manufacturing Quality Engineering/TQM/SPC

• •

Material Planning/Inventory Modeling and Analysis Manufacturing Test Engineering/DFT

• •

Manufacturing Engineering/DFM/FMEA/DOE Lean Manufacturing/Work Cells/JIT/Kanban

• •

Purchasing/Management of Sub-Contract Manufacturers Warehousing/Distribution

• •

Customer Service/Customer Order Management MRPII/ERP/DRP Systems

EXPERIENCE

BAE SYSTEMS, Nashua, NH 2004 – Present

A $34 billion global defense and aerospace company delivering a full range of products and services

for air, land and naval forces, as well as advanced electronics, security, information technology

solutions and customer support services.

Program Director, Innovation and Growth Initiatives (I&GI – Business Development) (2008 – Present)

Provided leadership, strategy, and guidance in architecting multiple commercial business opportunities, beyond

corporate core business markets and customers, to grow the enterprise through development of cash-based

business entities (Initiatives) with projected sales of $100M+ within 5 years, break even targets of less than four

years, and IRRs >25%. Within the first two years, three new businesses were funded with current year sales

projections totaling $75M and five-year projections exceeding $700M per year.

• Stood-up the I&GI Business Area by creating forms, documents, policies and procedures for use in

identifying, analyzing and advancing new potential commercial business initiatives to our corporate

executive team for funding approval.

• Mentored emergent entrepreneurs with diverse idea fragments for potential business opportunities,

through the process of developing a feasible concept; selection and analysis of appropriate markets;

establishment of a business case; creation of a viable business plan; and final preparation of a presentation

for Board of Director decision to fund the cash-based commercial start-up business. Upon funding

approval, maintained a consulting role with the teams to help ensure their on-going success.

• Co-developed, with Northeastern University’s (NEU’s) graduate program staff, a “New Ventures

Institute” training program to prepare BAE Systems employees to take their ideas through the process of

creating a viable Business Plan and initiative briefing, and presenting their proposed initiative to a venture

board for funding approval.

• Developed and presented “Fostering Innovation Within BAE Systems” at NEU’s “ Strategic Thinking

Institute” training programs to teach our employees how to think and act more innovatively .

Director of Operations (2004 - 2008)

Directed and ensured effective Operations support for 20+ production and development programs, through all

phases of the program life cycles, for the $400 million Information Dominance Systems (IDS) Business Area.

Led seven Operations Program Managers, and Material Planning and Control, Operations Finance, Procurement,

Technical Operations, and Production functions, in an Integrated Product Team (IPT) environment.

• Maintained 99%+ on-time contract delivery performance.

• Achieved overall Earned Value Management System (EVMS) Cost Performance Index (CPI) of 1.02+

returning capital funds to the programs for redistribution or banking.

• Facilitated Operations Leadership Coaching Sessions in providing training and mentoring for best

practices related to processes and systems, lessons learned, etc. to 200+ Operations management

personnel across multiple US locations.

STEVEN E. JARRY Page 2 of 4

VIBRO-METER, INCORPORATED / MEGGITT AVIONICS, Manchester, NH 2002 – 2003

A $30 million manufacturer of aerospace and industrial sensors, probes and indicators for commercial

and military applications.

Director of Operations

Responsible for Material Planning, Purchasing, Warehousing, Distribution Operations, Manufacturing

Engineering, Quality, Environmental Lab, Metrology/Calibration Lab, Information Technology, Manufacturing

Assembly, Machine Shop, and Paint Shop, with responsibility for 80 employees in a union environment.

• Implemented lean manufacturing concepts that reduced production leadtimes from 9 weeks to 2 weeks

for vertical manufactured products, and from 3 weeks to 2 days for FA&T products. Reductions in touch

labor and queue times, distance traveled, floor space, inventory levels, and scrap levels provided annual

cost savings of ~$1.2 million on ~$6 million Operations budget (20% reduction).

• Reduced inventory levels from $6.3 million to $4.7 million (25% reduction) by implementing sound

supply chain management principles.

• Implemented a supplier management system that consolidated the supplier base from 455 suppliers to

214 suppliers (53% reduction), and increased supplier product quality levels from 68% to 97%, delivery

performance from 56% to 98%, and achieved purchase cost reductions (PPV) of 4.9%.

• Increased on-time customer shipments performance from 79% to 98%.

SNOWSHORE NETWORKS, INCORPORATED, Chelmsford, MA 2000 – 2001

A pre-IPO start-up telecommunications company developing a carrier-class media server.

Vice President of Operations

Responsible for all Manufacturing related operations, Facilities, and Information Technology.

• Developed a Manufacturing Operations business plan and associated multi-year operational budgets in

support of a “virtual manufacturing” strategy.

• Established supplier base, negotiated all company purchases, and managed the supply chain for all

procured materials.

• Directed the build-out of the corporate network, and analyzed and selected T1 datacom and telecom

service providers.

• Managed all facility matters including incremental build out of existing space, developed conceptual

layout plans for a new facility, analyzed new building opportunities, and negotiated lease terms for the

new facility.

• Established and implemented import/export shipping process between the US and Europe.

FUJITSU NEXION, INCORPORATED, Acton, MA 1999 - 2000

A start-up telecommunications company developing a carrier-class, multiservice, broadband switch.

Vice President of Operations

Responsible for managing contract manufacturers, Material Planning, Purchasing, Manufacturing Test

Engineering, Quality Engineering, Manufacturing Engineering, Documentation Control, and Shipping and

Receiving Operations.

• Created a Manufacturing Operations business plan, and established and documented departmental policies

and procedures.

• Staffed the Operations team to support the company business plan.

• Analyzed and selected sub-contract manufacturing suppliers (PCB, PCA, sheet metal, plastics and “box

build”), ensuring compliance with ISO9000, IPC-A-610, J-STD-001, and Bellcore/Telcordia standards.

• Developed, implemented and managed contract manufacturing operations, and established business

agreements and associated interface procedures.

• Established a “quick turn” build process for Engineering prototype units.

STEVEN E. JARRY Page 3 of 4

DELTA EDUCATION, INCORPORATED, Nashua, NH 1998 - 1999

A $40 million manufacturer of math and science education products.

Vice President of Operations

Managed Product Forecasting, Manufacturing, Material Planning, Purchasing, Quality, Customer Service,

Facilities, Warehousing and Distribution Operations with responsibility for up to 175 people (85% of

workforce).

• Implemented manufacturing work cells, enhanced the planning process, and developed individual and

team labor efficiency reporting that collectively resulted in $525K annual cost savings on a $3.5 million

manufacturing labor budget.

• Developed and implemented a supplier partnership program and associated performance metrics that

increased inbound product quality levels and on-time receipts, and decreased materials costs by $425K

annually.

• Negotiated parcel and LTL freight discount rates that provided $350K annual cost savings on a $2 million

freight budget.

• Implemented quality circles, formal process controls, a customer database and a closed-loop corrective

active system that improved quality levels from 65% to 99.4%.

• Consolidated three unique business units located in separate buildings into one centralized organization in

a new facility. In addition, documented best practice policies and procedures for each functional area.

• Designed the manufacturing, warehouse, distribution, and office layout for a new 250K SF, $10 million

facility. Also, analyzed, selected and purchased high-bay racking and all required material handling

equipment.

MICROTOUCH SYSTEMS, INCORPORATED, Methuen, MA 1994 - 1998

A $130 million manufacturer and market leader of computer touch input devices.

Director of Manufacturing (1996 - 1998)

Directed U.S. Manufacturing Operations with responsibility for up to 350 people over three shifts.

• Defined and implemented a Demand-Pull/Kanban program that reduced manufacturing cycle times and

WIP inventory levels from 5 weeks to 3 days.

• Implemented work cells and progressive assembly lines reducing labor costs by 30%.

• Increased Manufacturing capacity by 300% over a five-month period.

• Developed and implemented an internal training and certification program to ensure all Manufacturing

employees were thoroughly trained and qualified to perform their jobs.

• Simultaneously managed both the Materials and Manufacturing organizations for 5 months.

Director of Materials (1994 - 1996)

Managed Business Planning, Inventory Analysis and Reporting, Purchasing, Customer Order Scheduling,

Production Control, Master Scheduling, Warehousing and Distribution Operations.

• Developed process and system improvements that resulted in 99% on-time customer delivery.

• Reduced excess and obsolete inventory levels from $4,200K to $700K by developing special sales

programs and inventory utilization initiatives.

• Designed and implemented a supplier scorecard program that resulted in significant improvements in

supplier on-time delivery, product costs, leadtimes and product quality.

• Identified and implemented numerous cost-reduction programs associated with manpower, freight,

inventory utilization and material purchase costs.

• Directed ISO9001 efforts for all Materials functions and acquired ISO registration in 12 months.

STEVEN E. JARRY Page 4 of 4

SUN MICROSYSTEMS COMPUTER CORPORATION, Chelmsford, MA 1989 - 1994

A $4 billion manufacturer and industry leader of UNIX-based professional workstations and software products.

Materials Manager - Manufacturing Operations (1991 - 1994)

Managed Product Forecasting, Master Scheduling, Inventory Modeling and Analysis, and Site Reporting.

Materials Manager - Distribution Operations (1989 - 1991)

Directed the start-up and on-going operation of the SunExpress Materials organization to include Product

Forecasting, Material Planning and Purchasing. In addition, managed Customer Order Management,

Distribution and Warehousing functions for six months until a Distribution Manager was hired.

WANG LABORATORIES, INCORPORATED, Tewksbury, MA 1984 - 1989

A $2 billion manufacturer of computers, peripherals and software products.

Master Planning Manager - Manufacturing Operations (1988 - 1989)

Managed the Product Forecasting and Material Planning functions for Wang’s Software Division.

Materials Manager - Distribution Operations (1984 - 1988)

Managed the start-up and on-going operation of Wang’s Distribution Materials organization to include Product

Forecasting and Material Planning.

KOLLSMAN INSTRUMENTS, INCORPORATED, Merrimack, NH 1975 - 1984

A market leader in the development of cutting-edge avionics and electro-optic instrumentation and systems for

aerospace and defense markets.

Held a series of progressively more responsible positions in various Operations functions.

SECURITY CLEARANCE

Active Secret-Level Security Clearance (Held Top-Secret Clearance When Required)

EDUCATION

• B.S., Business Management, summa cum laude, New Hampshire College, Manchester, NH

• Master’s Certificate of “Innovation Excellence & Leadership,” Hult International Business School,

Cambridge, MA

• “Innovation & Enterprise Growth Program,” Northeastern University, Boston, MA

PROFESSIONAL AFFILIATIONS

• The Association for Operations Management, formerly known as the American Production and Inventory

Control Society (APICS); member since April 1981 and achieved CPIM status in April 1987

• National Association of Purchasing Management (NAPM) • Purchasing Mgmt. Assoc. of Boston (PMAB)

• • Council of Logistics Management (CLM)

Association for Manufacturing Excellence (AME)

• • Granite State Quality Council (GSQC)

Society of Manufacturing Engineers (SME)

• • Vice Presidents of Operations Group (VPOG)

Greater Boston Manufacturing Partnership (GBMP)

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