Manager Plant

STEVEN D. BARNES

**** ****** *****, ** ( New Philadelphia, OH 44663

Cell: 330-***-**** ( *********@*****.***

DIRECTOR OF OPERATIONS

Accomplished MBA professional with extensive operations, product, and

project management experience in low- and high-volume environments.

Strategist and change agent with expertise in developing business

strategies and solutions, including cost reductions, lean practices, and

continuous improvement initiatives, to drive growth and profitability.

Excellent business acumen with keen focus on financial accountability and

service delivery. Superb leadership qualifications; adept at achieving buy-

in and leading teams to peak performance.

Operations Management ( Strategic Planning ( Inventory Management (

Logistics ( Operational Streamlining

Process Improvement ( Cost/Benefit Analysis ( Lean Methodology ( Financial

Analysis ( Strategic Sourcing Restructuring ( Team Leadership ( Employee

Relations ( Workforce Planning ( Training and Development

Professional Experience

THE TIMKEN COMPANY, Canton, OH (

Worldwide leader in bearings, steel, and related products and services,

with revenues of $3.1 billion, 17,000 employees, 47 manufacturing plants, 8

technology centers, 73 sales offices, 4 joint ventures, and operations in

26 countries.

Plant Manager, New Philadelphia, Ohio Bearing Plant, 2001-Present

Drive strategic and tactical plans for overall operations, including

supply chain, human relations, finance, maintenance, and capital

budgeting, of plant with $47 million in peak annual sales in FY 2008

and up to 137 non-union salaried employees. Administer $12 million

operating budget. Manage 7 direct reports, including Materials

Manager, Project Manager, Controller, Operations Manager,

Manufacturing Engineering Manager, Quality Manager, and Organizational

Advancement Manager. Report to Director of Operations.

Lead production of tapered roller bearings for aerospace, defense and

precision markets. Manage manufacturing of cellular, small lot sizes

with capability of highest precision grinding in world. One of two

finish-only plants in company, with most complex supply chain of any

plant.

. Reduced flow time by 55% and inventory by 33%, improved delivery to

93%, and decreased past due by 78% by initiating and implementing flow

model throughout plant using pull system in-process kanbans,

supermarkets, launch logic, and local controls supported by strong 5S+1

program implementation.

. Achieved record success in scrap rates with 50% reduction and customer

complaints with 55% reduction by applying structure in standard work,

internal audits, and corrective actions.

. Overhauled operative compensation program; restructured occupations,

transitioned to individual merit-based performance, and implemented

gain share program; plant committee structure created to assist

associates in understanding business, process improvement efforts,

communications, and safety.

. Played key role in creation of Manufacturing Academy to develop current

and future leaders by serving on team development of 4-week program

including simulations and instructor-led training modules; 8 years

after creation, Academy viewed as mandatory for future leaders and

requires top management approval.

. Drove record level of 93% on-time delivery while sales per associate

increased by 23% by managing manning and lean projects through

significant upturn and downturn.

. Secured certifications in AS9100 and NADCAP, rigorous certifications

for aerospace and defense industries.

. Led implementation of integrated SAP system as part of corporate-wide

campaign.

. Presented "Managing the Transition in Changing Times" to logistics

organization at the Pentagon.

Process Manager, Bucyrus, Ohio Bearing Plant, 1997-2001

Led strategic and tactical plans for machining, finishing, and packaging

operations at high-volume plant producing tapered roller bearings for both

OE and aftermarket. Managed cost reduction, quality improvement, on-time

delivery, employee relations, and lean advancements for plant with $180

million in annual revenues. Administered $30 million of $72 million annual

operating budget. Managed 3 analyst and 14 supervisor direct reports.

Reported to General Manager, Bucyrus Operations.

STEVEN D. BARNES ( Page 2 ( *********@*****.***

Process Manager, Bucyrus, Ohio Bearing Plant, 1997-2001 Continued

. Reduced customer complaints by 28% by creating 5-why problem solving

culture within analytical and supervisory teams and by involving hourly

associates; applied expertise in effective problem solving techniques

gained by traveling to Japan to work with sales team and customers

Nissan and Toyota.

. Increased total throughput by 11% and reduced defects by 12% by

implementing setup reduction and grind models on constraint assets;

installing assembly robotics; and capitalizing on outsource strategy;

achieved additional 15% increase in capacity realized by implementing 7-

day and weekend crewing schemes while controlling overtime costs.

. Created plant council configuration by leading plant infrastructure

project, including large benchmarking initiative at other plants and

companies, to improve working relationships through involvement of 800

plant associates; infrastructure team competed in Ohio Manufacturing

Association annual team competition.

. Led 10% machining OEE through equipment replacement strategy and

replaced 20% of screw machines with CNC equipment as part of larger

strategy to eliminate all screw machines with CNC equipment.

Product Manager, Bucyrus, Ohio Bearing Plant, 1994-1997

Promoted to newly created position to serve as liaison between

manufacturing and sales and ensure strategic and tactical alignment in

business planning process. Partnered with customer engineering and plant

engineering to coordinate new product launches and strategic process

improvements. Provided capacity planning overview. Represented plant to key

customers. Reported to plant General Manager, Bucyrus Operations.

. Secured company's 1st successful machined product outsourcing contract;

enabled volume increases at constraint operations and over 98% plant on-

time delivery; partnered with corporate engineering and purchasing

teams and plant operations to secure contract.

. Impacted 25% reduction in controllable costs within 2 years by serving

as deputy leader of 4-month full-time effort with 7-person team in

plant's Accelerated Continuous Improvement initiative; led initiatives

in setup reduction, assembly robotics, occupation restructure, new

insert technology in machining, and tooling vending machines.

. Reduced corporate new product-to-launch lead time by 31% by applying

value stream mapping, identifying concurrent activity opportunities,

driving element reduction, and implementing stop-gate procedure.

Career Note: Additional professional background at The Timken Company

includes:

Manager, Grind Operations, Bearing Plant, Canton, Ohio

Area Supervisor, Inspection & Assembly, Bearing Plant, Canton, Ohio

Department Supervisor, Special Operations, Bearing Plant, Canton, Ohio

Education

Master of Business Administration in Finance, UNIVERSITY OF AKRON, Akron,

Ohio

Bachelor of Science in Industrial Management, YOUNGSTOWN STATE UNIVERSITY,

Youngstown, Ohio

Professional Development

Employment Law

Positive Associate Relations

5-Why Problem Solving

Lean Essentials & Lean Leadership

Behavioral Based Interviewing

Leadership Pipeline Career Development

The Timken Company Manufacturing Academy

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