Manager Supply Chain

Peter James (Jim) Lymer

**** **. ******* ******

Jasper, IN 47546

812-***-**** mobile

********@*****.***

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Results oriented leader with a demonstrated record of exceeding financial

goals, turning around underperforming units and driving operational

excellence. By utilizing analysis, insights and a team approach have

driven performance improvements and the implantation of lean manufacturing

processes. Progressive executive with extensive experience gained through

leading operations in United States, Canada and Mexico.

Finance, Budgeting & Cost Management ISO Quality System

Implementation

Performance Metrics / KPI Integrated Product Development

Lean Manufacturing, TPS Global Purchasing & Asian

Outsourcing

Turnaround / Change Management ERP, Inventory & Supply Chain

Management

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Professional Experience:

Empire Pacific Windows Corp. - Tualatin, OR 2007 - 2009

Window and door manufacturer supplier to the new construction and

replacement markets in the western U.S.

President / CEO

Responsible for the direction and oversight of the company's operations and

affairs, reported to the BOD. Goal was to improve the operational

performance and EBITA of the company.

. Created business performance metrics established goals and implement

monthly review. Clear accountability for each of the performance goals

was assigned to a staff member.

. Made safety a core value of the company. Enhanced the safety reporting

and follow up procedures, implemented daily incidence reporting.

Reduced lost time incidents from 61in 2007 to 30 in 2008 to 9 through

July2/2009.

. Reduce Warranty Service Call rate by 56% from May 2007 through May

2009 and reduced in plant repairs. The in plant repairs were reduced

from 16.67 % of production in May 07 to 10.61% May 08 to 5.91% May

2009 by documenting the production process, implemented quality system

focused on process improvement, follow up of customer complaints,

hourly measurement and daily follow up of repairs.

. Improved on time complete performance, reduced backorders from 17

pieces per day in 2007 to 3 pieces per day YTD 2009, by implementing

hour by hour boards, daily follow up of the key production

requirements, establishment of shipping shortage report and the

institution of shift shortage meetings.

. Needed to bolster declining sales, added focus to the replacement

window segment of the business. To support the replacement dealer

sales effort we implemented a new internet based electronic quote to

order program, developed and introduced a simpler price book, new

point of sale literature, updated dealer displays, add consumer

content to the Web site and replacement specific products. These

actions resulted in the sales team adding 114 replacement dealers in

2008.

. In a down sales market, lowered break even, by 26%. Closed all remote

warehouse/factory locations, restructured organization eliminating

340+ positions, changed shipping model returning EPW to positive EBITA

in May 2009.

. Worked with the investment group and completed the transaction in July

2009.

MasterBrand Cabinets, Inc. - Jasper, IN 2004 - 2007

A $2.2 billion division of Fortune Brands that manufactures and sells

kitchen and bath cabinets.

SR Vice President of Channel Operations and Best Practice (2006- 2007)

The corporate leadership of the Lean & Six Sigma Program, with team of 6

black belts and lean leaders, educated, trained implemented lean

initiatives and improvement projects. Business oversight team member

monitored and coached the operations leaders in four business units.

. Reviewed operations, internal supply chain and developed a strategic

operations plan that resulted in the migration of operations, plant

closures and a cost saving in excess of $2.3 million.

. Team leader for relocation of production from the Peterborough,

Canada to Huntingburg, IN.

Jim Lymer _____ ______ Page 2 of 3

Vice President of Stock Operations (2004- 2006)

Responsible for the fiscal and operational performance of four plants

producing Airstokraft kitchen and bath cabinets.

. Lead future state plan development for four plants.

. Relocated to the largest assembly plant and transitioned the factory

towards the lean future state. Transitioned factory from daily batch,

dedicated assembly lines sending product to a sort and order

consolidation warehouse to building a truck at a time and staging

directly in front of the truck for loading, implementing changes to

flow, process, procedure, equipment and layout. Expanded capacity by

400 to 9,000 made to order cabinets per day during the transition to

value streams. Reduced labor hours per cabinets from 1.22 to 1.01,

over $5.5 million in savings.

. Temporary assignment, Sept/05 thru Apr/06, Acting VP of Operation for

Kitchen Craft in Winnipeg, Canada. Goal to improve delivery

performance. Closed three warehouses and consolidated to the Winnipeg

location. Led improvements in plant performance, schedule attainment

from 100% in 5 days to 100% in 2 days, late trailers from 27 to 0 per

week, back orders from 3,060 to 1 and reduced labor hours per cabinet

from 4.26 to 3.45, over $7 million in savings.

Goodman Manufacturing Company, L.P. - Houston, TX 2002 - 2004

Goodman is a $1.8 billion manufacturer of residential and light commercial

HVAC equipment.

Vice President of Manufacturing

Responsible for the fiscal and operational performance of two vertically

integrated manufacturing sites, producing over $1 billion of residential

and industrial HVAC equipment.

. Hired key plant leadership. Led lean manufacturing initiatives,

improved raw material inventory turns from 25 to 79, reducing the raw

and work in process inventory by $12 million. Moved component

fabrication to point of use, introduced hour by hour boards and

disruption free production to the plants. Thru measurement, hourly

production tracking and disruption elimination the plants on time

delivery rose from 61% to over 98% of schedule.

. Implemented a safety program, reduced accidents from 354 in 2001 to

151 in 2003.

. Led supply chain improvements, reduced product production cycle from 4

weeks to 1 by developing a new assembly scheduling procedure and

reduced assembly line model change from 4 hours to seamless.

. Implemented cell manufacturing in tubing area, reduced thru put time

from 5 to 2 days and cut in process inventory by 53%.

AB Electrolux, Stockholm, Sweden 1988 - 2002

Electrolux is a world class, $17 billion multi-national supplier of

household appliances; outdoor power equipment, commercial appliances and

floor care products. Progressive assignments of increasing responsibility

with several divisions of the corporate group were achieved through

consistent success in operations management, cost control and business

process improvement.

Mexican Operations Manager - Dometic Corporation, Juarez, Mexico (2000 -

2002)

Dometic designs manufactures and sells, refrigerators, awnings, HVAC and

sanitation systems to the RV industry.

Senior executive in Mexico, responsible for the affairs and the fiscal and

operational performance of three plants.

. Hired operational team and transferred HVAC product lines from

LaGrange, IN to Juarez, MX

. Led the creation of a Mexican legal entity then transitioned from the

shelter workshop saving $3 million.

. Led lean supply chain project, setup supplier warehouses with daily

delivery, increase the scheduling cycle to daily from weekly, reduce

production run quantity, instituted a planning cycle program to reduce

change over time at assembly lines reducing the lead time from 3 weeks

to 2.5 days.

Jim Lymer _________ Page 3 of 3

Line Manager - Frigidaire Home Products, Greenville, MI, USA (1999 - 2000)

Managed a team of 18 salary and 870 hourly union employees producing

700,000 refrigerators annually.

. Moved assembly output from 2,600 to 2,965 units in eight hours,

establishing a nine second takt time.

. Implemented a preventative and predictive maintenance program for two

cabinet fabrication departments, assembly lines ran 27 weeks with out

a cabinet supply distribution.

. Achieved a schedule completion of 99.6% on time, while improving raw

material inventory turns to 100 and operating with 11 days supply of

finished goods.

General Manager - Paramount, Juarez, Mexico (1996 - 1999)

Paramount is a manufacture of appliance components and outdoor power

products. Corporate representative in Mexico, P&L responsibility for a

business unit with three focused factories, electro mechanical assembly,

sewing and wire harness production. Also responsible for Chinese sourced

products, supply chain leader for Poulan/Weed Eater.

. Successfully transferred electric chain saw and electric edger

production from Arkansas to Juarez in '97, reducing the product cost

by more than five dollars per unit.

. Paramount received the Sears Partner in Progress Award in '98 and '99

for the electric chain saw and edger supply.

. Value stream mapped the appliance cord manufacturing process, changed

from a series of functional departments to work cells, removed BOM

layers and implemented SMED process on molds reducing throughput time

from 3 weeks to 2 days.

. Directed the ISO 9002 implementation, certification in 18 months.

. Analysis the space requirements, closed the El Paso fabric cutting

operation and consolidated to the Juarez plant.

. Grew the sales, which resulted in the production volume increasing

from 6.9 to 15.6 million pieces. Direct labor expanded from 110 to 445

people, while reducing the staff from 96 to 45 people.

Director of Purchasing and Materials - Poulan/Weed Eater, Shreveport, USA

(1993 - 1996)

The materials, purchasing and supplier tooling leader for a company that

designs, manufactures and sells gas and electric outdoor power equipment.

Responsible for $265 million of direct material purchases supporting five

plants.

. Out sourced electric line trimmers, chain saws, and cordless blowers

to three Chinese suppliers with 31% savings in landed cost.

. Changed companies strategic component supply strategy, changed from

single to dual source. Gaining additional technology and considerable

price reductions. During the same period consolidated the supply base

from 429 to 245.

. Implemented corporate plus day strategy, of cash discounts and

extended payment terms with suppliers, resulted in $10 million in

freed capital and received the AB Electrolux corporate "Plus Days"

award.

Vice President / General Manager - Poulan/Weed Eater Canada, Huron Park,

Canada (1991 - 1993)

Plant Manager - EMAB Canada, Huron Park, Canada (1989 - 1991)

Materials Manager - EMAB Canada, Huron Park, Canada (1988 - 1989)

Mitel Corporation, Kanata, Canada - Data Base Eng., Purchasing Analyst

1983 - 1988

Trail Manufacturing/EMAB Canada, Huron Park, Canada - Production Engineer

1982 - 1983

Pedlar Storage Products Ltd., Oshawa, Canada - Materials Manager 1979 -

1982

Tonka Corporation Canada Ltd., Mississauga, Canada - Industrial Engineer,

Planner 1978 - 1979

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Education: Ryerson University, Toronto, Ontario, Canada.

Pursued Bachelors of Industrial Engineering, 1974 - 1978

Professional Certification: American Production and Inventory Control

Society, CPIM, 1984

Training: North American Executive Leadership, Indiana University / Purdue

University at Indianapolis 1994

Kaizen Institute: Kaizen Training & Flow Project, 1996

AB Electrolux Training: Should Cost 1994, Disruption Free

Production 1999, Cost to Serve 2000 MasterBrand Cabinets:

Lean Manufacturing 2004

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