Manager Quality Control

JAY BARRY

*** *** ***** *****: 904-***-****

Ponte Vedra Beach, Florida 32082 E-mail: abnfwg@r.postjobfree.com

PROFESSIONAL PROFILE

Experienced Engineer and Production Manager with in-depth knowledge of manufacturing and

distribution operations gained in a Fortune 500 company. Demonstrated accomplishments in managing

capital improvements and construction projects during a strong growth period. Proven track record with

restructuring and cost management during a declining economic cycle. Skilled in improving

organizational effectiveness during changing market conditions and challenging corporate objectives.

Effective communicator in dealing with senior management and handling complex business challenges.

PROFESSIONAL EXPERIENCE

UNITED STATES GYPSUM CORPORATION, Jacksonville, FL 1990 – 2010

(A subsidiary consisting of 35 manufacturing locations nationwide and annual sales of $900 million, United States

Gypsum Corporation is a vertically integrated manufacturer and distributor of drywall, paper, plaster, and joint

finishing products. The customer base consists of top companies including Lowes and Home Depot. The

Jacksonville, Florida facility is one of the largest and most diverse operations in the organization.)

Reliability/Gypsum Mill Manager (2004-2010)

Promoted to an expanded role and successfully managed a team of up to 70 associates including

engineers, mechanical, electrical, process control, planners, and production personnel in a fast-paced high

production environment.

• Implemented a structured maintenance and operation culture focused

on work definition, planning, scheduling, and waste elimination.

Utilization of work order system, Root Cause Failure Analysis

(RCFA), and visual work instruction were central in improvement of

plant competitive position.

• Refined organization and practices leading up to peak production

volume and more recently through a declining market requiring

restructuring and high level cost containment.

Engineering Manager (1999-2004)

Implemented an effective five year capital and facility expansion program to leverage improving market

conditions. Managed a staff of 25 engineers and technicians. Completed major construction projects and

property acquisitions focused on improved plant infrastructure and flexibility.

• Improved Gypsum Mill ship unloading facilities and processing

equipment for product conversion and maintenance cost reduction.

• Integrated acquired properties into the operation to create capacity

expansion options.

Gypsum Mill Manager (1996-1999)

Managed 20 gypsum production and maintenance personnel. Commissioned synthetic gypsum

processing equipment. Initiated numerous product quality improvements with strategic blending

equipment upgrades and enhanced quality control testing.

Plant Engineer (1990-1996)

Supervised construction and service contractor personnel and developed capital submissions. Managed

environmental compliance programs and conducted required testing. Facilitated cost reduction initiatives

during weaker market conditions and financial instability.

ACCOMPLISHMENTS

Production Efficiency/Operations Management

• Implemented reliability based initiatives to effectively manage a $12 million annual

maintenance and repair budget for five operations.

• Implemented computerized maintenance management system to track productivity, identify

recurring problems and establish preventative measures.

Jay Barry, Page 2

• Implemented use of vibration, infrared, and ultrasonic technology to facilitate early detection of

equipment failure and timely repair.

• Initiated an Eight Week Planning Calendar for coordination of production, outage, and contractor

resources. Schedule changes and interruptions were minimized.

Established use of precision maintenance technologies including laser alignment, drive belt tensioning

and acoustic lubrication. Extensive training of mechanical personnel and periodic refresher training.

Developed outage planning map to clearly define roles and responsibilities, coordinate work, minimize

interferences, and maximize productivity.

Facilitated Daily Efficiency Meeting in key production departments. Discussion of all machine

performance issues and resolution plans were developed. Communication, teamwork, and machine

performance improvement resulted in all areas.

• Monitored Reliability Key Performance Indicator (KPI) metrics for evaluation of program

implementation progress and established routine reporting reviews with management team.

Capital Improvements & Construction

• Managed installation of $15 million Ship Unloading and Rock Storage Facility. The one year project

required extensive planning, scheduling and effective communication to maintain plant operation.

Ship unloading rates doubled and storage capacity tripled.

• Provided General Contractor Services for construction of $16 million Ready Mix Production facility

which resulted in a savings of $175 thousand in consultation fees. Output capacity doubled and

reduced cost by 20%.

Directed design, specification and installation of $6.2 million Rotary Rock Dryer Replacement.

Foundation piers, structural steel and process equipment upgrades were required. Project completion

resulted in a 40% throughput increase and allowed synthetic gypsum processing capability.

Facilitated $3 million warehouse expansion and reorganization to improve product location accuracy,

minimize warehousing damage, and maximize loading efficiency.

Supervised $2.5 million upgrade of Board Line Process Equipment for speed and efficiency

improvements. Installation of higher capacity material handling equipment, electrical drive upgrades and

process control enhancements. This capital project resulted in an annual savings of $900 thousand.

Improving Organizational Effectiveness

• Established a Product Development Team to expand product line manufacturing capability. This cross

functional team identified capital, production and maintenance resources necessary for new board

production.

• Established monthly budget goals for key operating areas and adjusted approval sequencing to enable tracking

and supervisor accountability.

• Identified service contract administration opportunities and trained Planners in execution of contracts.

Contractor service levels improved and Staff Engineers were focused on high priority issues. An

annual savings of $150 thousand resulted.

Trained, developed, coached and mentored management team on Frontline Leadership fundamentals

including: effective interpersonal communication, conflict resolution and performance review processes.

Assembled Annual Operating Plan with department leadership, set objectives and conducted mid and

annual reviews with staff.

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Quality Assurance Initiatives

• Improved board mixer performance through jet flow monitoring equipment, development of clearance

specifications, and pressure monitoring by production personnel. Specific maintenance routines at

established intervals reduced mixer related delay by 55%.

Initiated Quality Control Lab calibration activity in the MP2 Work Order system and established

procedures. Calibrations were completed accurately at the proper intervals per Bulletin specifications.

New board material handling belts were tested in the finishing area. Board placement accuracy improved,

replacement intervals were extended and breakage (end shatter) was minimized.

Initiated board saw set up routines after normal blade replacement and trained department mechanics in

the procedure. Improved product dimension tolerance and extended saw blade life resulted.

Safety Compliance

• Established Annual Safety Model Program Training Day where all key safety related training

presentations were reviewed in one program. Improved comprehension of presentation material

resulted and allowed more focus on key safety related issues during the year.

• Conducted statistical analysis (Pareto) of the Plant Five Year Injury History and identified the top 20%

injury potential areas. Plant efforts focused on hand safety and proper lifting techniques.

Dramatically improved safety performance resulted.

• Initiated use of Visual Work Instruction software (Talsico) for completion of non routine tasks. Work

methodology efficiency and adherence to safety protocol resulted.

Administered Plant Lock-Out Program including annual refresher training, lock out simulator use, and

analysis audit.

• Conducted Annual Contractor Safety Training including a review of key safety requirements in Lockout,

Confined Space Entry and Welding Permitting.

Implemented NFPA 70 e Arc Flash Program including training, modified work procedures and upgraded

personal protective equipment requirements.

EDUCATION

Master of Business Administration

University of North Florida, Jacksonville, FL

Bachelor of Science, Industrial Engineering and Technology

University of Nebraska, Omaha, NE

PROFESSIONAL LICENSING & TRAINING

State Licensed General Contractor, Florida

State Licensed Roofing Contractor, Florida

Leadership Effectiveness Training (LET) Certification

Achieve Global Certified Trainer on Frontline Leadership

OSHA 16-hour Certification on Safety Administration Guidelines

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