Manager Customer Service

Philip S. Baker

*** **** ***** **** */E

Eatonton, GA 31024 *******@*********.***

Cell 678-***-****

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Operations Executive

. Strategic leader with demonstrated skills in developing and leading

world class operations

. Extensive expertise in all aspects of manufacturing and supply chain

operations

. Experienced with building, maintaining, and improving customer and

supplier relationships.

. Proven ability to reduce inventory, increase turns, and improve

supplier performance

Core Competencies

Lean Six-Sigma Deployment Organizational and Talent Development

Site/Facility Construction thru Safe, Healthy, and Sustainable

Start-Up Operations

Change and Turn-Around Leadership Materials Cost Reduction

Next Generation Productivity Quality Leadership Expertise

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Professional Experience

Interim assignment with Elastomeric foam manufacturer in WV (Sept 2009 -

Jan 2010)

. Cost accounting and implementation of inventory control systems (SAP)

Interim assignment with Construction of Ethanol plant in central GA (May

2009 - Sept 2009)

. Documentation and controls for construction spending of a DOE funded

ethanol facility

Trojan Battery Company (Deep-Cycle lead-acid batteries)

(Oct 1997 - Jan 2009)

Sr. Vice President, General Manager - Sandersville, GA

(Jan 2006 - Jan 2009)

Selected by the CEO to design, build, and commission, Trojan's new $25M

world-class battery manufacturing facility Full P&L and site

responsibility for all functions 100 non-union EE and 5-direct reports at

this start-up plant

. Led municipal negotiation, permitting/regulatory process, construction

through start-up.

. Completed construction 2.5 months early and under budget.

. Implemented an aggressive training program combining in-house HR

training team in concert with State of GA "Quick-Start" emphasizing

lean/metric based tools. As a result, achieved early start-up with

trained crew.

. Certified product quality to domestic and international OEM/MD

customers by executing a product Quality Control Plan and

process/product Validation plan.

. Intensely focused safety, health, and environmental program produced

injury frequency rate (IFR) of 2.5 and consistent regulatory

compliance. Industry IFR norm is 6.0 to 7.0.

. Implemented green/sustainable wastewater treatment system utilizing

reverse osmosis and nanotechnology. Permitted as zero-discharge

facility.

. Utilized the Infinity Quality Documentation System to collect real-

time six-sigma-based CTQ metrics.

. Implemented predictive and preventative maintenance (I-Maint) program

as a lean tool to improve uptime/cost.

. Launched AB/Rockwell Bus-Ware program utilizing equipment PLC's to

automatically document the OEE performance (Overall Equipment

Effectiveness) to improve availability, performance, and first pass

quality.

Sr. Vice President, General Manager -Lithonia, GA

(Sep 2001 - Dec 2005).

. Selected by Trojan's COO to execute a complete turnaround in the

culture, product quality, and manufacturing productivity of the

Lithonia, GA (Atlanta area) plant. Full P&L and site responsibility

for all plant functions including 300 non-union EE and six direct

reports.

. Developed a strategic initiative with HR that reduced employee

turnover from 50% to 30%. The initiative included: human value (buddy

system), strategic hiring practices, and a pay for performance plan.

. Led full cultural change with high performance leadership program.

. Launched leadership focused safety programs that reduced injury

frequency rate (IFR) from 7.6 to 2.2. Program emphasized 5-S, plant

leadership-driven, and EE education through personal contact.

. Launched formal lean/sigma culture utilizing GA Tech and State of GA

"Quick Start" program to facilitate Kaizen Events, Work Instructions,

Standard Work, Gemba displays and Value Stream Map of process.

. Future State Map improved lean-productive output by 20% in critical

bottleneck area while reducing manufacturing labor by 7%.

. Reduced lead scrap by 11.2% and non-conformances by 246% through lean

process improvements.

. Created pull-inventory and kanbans that reduced F/G inventory and

provided consistent 99% on-time shipments

. Led the certification to ISO 9001-2000 QMS in '05.

. Reduced OEM, MD, and Export customer complaints by 50% (3300 to 1200

PPM).

. Led a Supplier Summit that reduced polypropylene container costs by

$250k/yr.

. Led initiative creating supplier score cards to certify domestic and

international raw material suppliers.

. Led hedging of natural gas, polypropylene resin, and lead (metals

market) raw materials. Recycled all scrap.

. Initiated a best in class environmental stormwater filtration system

utilizing interceptor technology.

Director of Operations - Santa Fe Springs, CA

(Oct 1997 - Sep 2000)

Sr. Director of Operations - Santa Fe Springs, CA

(Oct 2000 - Sep 2001)

Responsible for two sites including manufacturing, maintenance,

engineering, and supply chain management. Employed 300 non-union EE and

eight direct reports

. Developed KPI's for safety, quality, output, and on-time shipments

. Reduced the Raw Material and Finished Goods inventories by $2.0M by

utilizing kanbans and JIT.

. Integrated BaaN V ERP (MRP II) System into manufacturing, purchasing,

and warehousing.

. Set up contract manufacturing of new medical mobility, sealed VRLA

batteries in Mexico.

. Launched lean capital initiative in bottleneck area that increased

output by 20% while reducing staffing by 20%.

. Reduced lead-in-air and sulfuric acid mist levels in plant by re-

designing plant ventilation systems.

. Led capital program to increase capacity by installation of lead oxide

manufacturing system.

Glen-Gery Corp.

(Oct 1995 - Feb 1997)

Vice President Manufacturing & Engineering - Wyomissing, PA

Company is a leading manufacturer of architectural brick, concrete block,

and concrete pipe for the construction industry. $125M subsidiary of

Ibstock PLC, United Kingdom $3B Full P&L and site responsibility for all

plant functions at 13 remote sites in a 7-state region. Responsible for

all plant site functions including: mining, manufacturing, engineering,

maintenance, EHS, materials, transportation, HR, and finance/administrative

leadership (700 EE with 15 direct reports).

. Led $10M capital, automated combustion technology program resulting in

reduced fuel consumption by 20%, reduced product losses by 50% and

increased productivity by 10%.

. Reduced finished goods inventories by $3.5M

. Implemented lean ABC inventory initiative that increased revenue by 6%

and improved customer service of standard products.

. Implemented $4.0M continuous improvement program projected to increase

through-put and reduce cost. Included conversion of steel to

polyester strapping, energy effective kiln cars, and energy focused

tunnel kiln refurbishments.

. Ten product launches at seven locations generating $10M new sales

annually

Prior Experience:

Companies and highest operational management position achieved:

. Monier, Inc. (Monier acquired Gory) - Eastern Regional Manager (Apr

1991 - Sep 1995)

. Gory Associated Industries - Vice President Operations & Engineering

(May 1985 - Apr 1991)

. Houston Brick & Tile Co. - Vice President & General Manager (Aug 1971

- May 1985)

Education:

B. S., Ceramic Engineering, Georgia Institute of Technology

Continuing Education and Associations:

GA Tech Lean Six-Sigma Workshop '04; GA Tech ISO 9000 overview '05; APICS

- Supply Chain course '00; Member of GA Chamber of Commerce '07-'08;

Served on Washington County, GA Chamber of Com '08

Conducted Business In: Mexico, United Kingdom, Sweden, Italy, Germany,

Austria, Turkey

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