Sales Customer Service
Resume:
JAMES E. BARON
Mayville, WI **050
*******@*******.***
BACKGROUND SUMMARY
Materials Management Professional with extensive experience implementing lean concepts, value chain
management processes and ERP systems that result in multi million dollar savings. Demonstrated ability to
manage associates, production and material flow information for maximum productivity and revenue
streams. Accomplished in:
ISO/TS/FSC Compliance
Lean Toyota Production
ERP and SAP integration
System
Lean Business Process Deployment
Supply Chain Management
Team Development
Level Scheduling
Negotiations
EMPLOYMENT HISTORY
WOLF RIVER LUMBER COMPANY, New London, WI
One of the nations leading Forest Products producers. Privately held, with sales from integrated operations
of $200 million. ( www.wolfriverlumber.com )
Vice President, Materials 2007 to 2009
Strategic planning and tactical leadership for the Purchasing, Out Sourcing, Logistics, Scheduling, Inventory
Control, Shipping, Warehousing and Receiving functions of WRL. Direct Lean business process
development, renewable lumber supply certification and installation of ERP system to sustain and propel
business growth and profitability.
• Established sustainable forest certification (FSC) delivering North America’s largest
supply of certified lumber and value added products to market. Generating over a million
dollars in new market sales in less than 9 months.
Led Lean Value Stream business process mapping and “To be” process development to yield a 31%
reduction in process steps.
Formed and directed a team of internal and University experts to build a rapid sales quoting process based on
dynamic vendor yield projection, relative sales value profitability and real time reporting reducing customer
quote response time from days to minutes.
Drove gradual, inventory reduction of 39%, $6 Million dollars. API eliminated
Focused the Purchasing group on establishing and maintaining vendor relationships allowing payment term
increase (from 10 to 60 days).
Enforced load maximum permits to reduce inbound trucking 24%.
Initiated and led strategic Sales forecasting, purchase to plan, and WO review to drive a 16% improvement in
gross margin quarter to quarter during a period of falling sales prices.
Established new product development process, gathered a base of value added suppliers and delivered higher
value components to domestic and international markets at double the potential gross margin of the source
lumber, without capital investment.
JAMES E. BARON
Page 2
MAYSTEEL LLC, Allenton, WI
Established, contract manufacturer of fabricated electronic enclosures and assemblies with sales of $80
million.
Materials Manager, Deputy Director of Operations Allenton 2006
Direct the overall materials, purchasing, scheduling, inventory control and logistics functions for the
Allenton Plant. Support the plant operations director in achieving profit growth, cost and inventory
reduction. Manage staff of nine.
• Spearheaded strategic outsourcing initiative that reduced labor and overhead costs of 40%
on over 600 parts.
Developed, negotiated and implemented a successful outsourcing model that benchmarked, engaged and
seamlessly integrated 19 suppliers in 60 days into an agile base of manufacturing support.
Drove profitability of 3.8%, reduced inventory of $600k by increasing product thru put during a period of
decreasing labor productivity.
Established a central stock room to control purchased material, reducing stock outs by 50%.
Evaluated and negotiated international logistic route change to reduce lane costs 31%.
INVINCIBLE METAL FURNITURE COMPANY, Manitowoc, WI
A 100 year old, manufacturer of steel office furniture with sales of $20 million.
Vice President, Operations 2004 to 2006
Responsible to the Board of Directors for profitability, cost reduction and strategic planning. Direct
production, shipping, logistics, inventory control, purchasing, information technology, R&D,
accounting/treasury and human resources. Manage staff of twelve.
• Restored profitability in the first 100 days through rapid lean implementation, ERP
streamlining and cost reduction. Three years of losses reversed with record earnings based
on a sustainable lean business model.
Streamlined logistics delivery model, selected new vendors and negotiated rates that reduced transportation
expense 26%.
Simplified ERP planning logic to eliminate over planning and wasteful safety stock, reducing inventory $2
million.
Championed and established gain sharing initiative that over 3 months improved on time delivery 60% and
gross margins 8%.
Initiated, negotiated and successfully executed SAM’s Club supplier agreement projected to double
company’s annual sales.
Instituted lean cells, eliminating two major assembly lines, reducing floor space requirements by 45,000
square feet and decreasing labor work force by 30%.
Introduced successful employee communications campaign that defeated union organization attempt.
Spearheaded manufacturing reorganization that reduced headcount 10%, decreased overtime 50% and
enabled wage increases for the first time in 4 years.
STRATTEC CORPORATION, Milwaukee, WI
Global manufacturer and NA supplier of automotive keys and locks with annual sales of $200 million.
JAMES E. BARON
Page 3
(STRATTEC CORP, continued)
Materials Manager 2000 to 2004
Responsible for value chain management activities, including customer service, forecasting,
fulfillment, production, inventory, supply chain, traffic, and customs. Managed staff of ten.
• Developed and implemented level scheduling for final assembly processes, reducing excess
inventory 40% and saving $8 million.
Applied lean principles to redesign physical inventory methods, streamlining operations, eliminating errors
and saving $1 million.
Led team to manage and forecast service part fulfillment for major customers including GM, Ford and
Chrysler. Results including improving delivery time 40% and maintaining a 99.8% service level with high
customer quality ratings.
DELPHI (GM), Milwaukee, WI
Global supplier of automotive components (Catalytic Converters) with annual sales of $27 billion.
SAP Core Team, PP Expert 1999 to 2000
Member of corporate SAP implementation team. Responsible for all aspect of production planning,
including inventory, shipping/receiving and SAP systems.
• Selected as team member to analyze processes and integrate SAP for eight plants
throughout the United States and Mexico. Conducted training in inventory scheduling
methods that resulted in a smooth transition with increased productivity.
1973 to 1999
Held progressively responsible positions as Systems Analyst, Master Scheduler, Manufacturing
Supervisor, Quality Control Supervisor, Shipping Supervisor and Customer Service Representative.
GM ERIN award 1997
EDUCATION
BS, Marketing, Central Michigan University, Mt. Pleasant, MI
ADDITIONAL TRAINING
SAP R/3 PP Modules, JBA MRP Expert, MGO C Expert, MAPICS/Syteline ERP
NUMMI, LEI, GM University, Ford Lean Initiatives, Chrysler TCO, WMEP Lean, Dale Carnegie
Lumber Grading
AFFILIATIONS
Lean Enterprise Institute, Auto Industry Action Group
Office Furniture Distribution Association
National Hardwood Lumber Association, LSLA
PARANET
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