Manager Project
Resume:
Gannon P. Barrett____________________________________________________________
1
Hastings, MI 49058
Home: 269-***-****
Mobile: 269-***-****
abnsru@r.postjobfree.com
Career Goal – Senior Operations Management
Accomplished management professional with expertise overseeing plant manufacturing operations, financials, quality
performance, process design and capabilities, human resources, and strategic business planning activities. Strategic and business
oriented thinker who plans and executes to achieve intended results, thus avoiding unintended consequences. Team oriented
management approach with the skills to integrate operations, quality, engineering, materials, finance, and human resources into one
effective, functional entity. Expertise includes:
-Strategic Planning -UAW Contract Negotiation -TS16949 Quality Systems
-Launch Management -Materials / Production Control -Program Management
-Lean Manufacturing -Product / Process Costing -P&L Management
-Six Sigma Greenbelt -Supply Chain Management -Kaizen Principles
_______________________________________________________________________________________
Education
Bachelor of Science
Technical Management
Western Michigan University, Kalamazoo, MI, 1993.
Career Summary
Lear Corporation – Seating Systems Division – July 2000 – January 2009
Director – Metals Restructuring – Lear Corporation, Southfield Michigan. February 2007 – January 2009
Tasked with directing the closure of the Elsie Facility in 2007, and two facilities in Walker Michigan in 2008. Coordinated the
transfer and re-commissioning of equipment and processes to facilities in North America, Canada, and Mexico through on-site
support and leadership. Upon completion of these tasks, began the evaluation of the current divisional manufacturing footprint and
prepared long term strategic plans in support of Lear’s future growth expectations and low cost country sourcing initiatives.
Additional responsibilities and areas of expertise include:
Expert in developing financial business cases to justify new business awards and sourcing activities. Developed all
financial justifications for new business awards for the Metals Division to ensure strategic alignment objectives and
financial objectives were obtained.
Strong program management and multi-departmental leadership experience. Directed teams consisting of manufacturing
engineering, product engineering, purchasing, cost estimating, and finance in gathering and validating data required for
business case development. Core elements include capital expenditure justification, labor and burden analysis, process
development, manning requirements, materials cost validations, facility requirements, freight impacts, and packaging.
Experienced in executing facility closures and identifying and coordinating equipment and process transfers to facilities
identified in the long term strategic plan. Results of these activities yielded over $6.5M in annual repetitive cost saves
that were implemented in the past 2 years.
Seasoned leader in identifying and defining optimal manufacturing processes for new and in-sourced business
opportunities. This is accomplished through teaming activities with engineering, operations, quality, and finance through
the evaluation of existing internal capabilities, technologies, and expertise.
International management experience. Plant Manager for the Piedras Negras Facility in Mexico during the recruitment
and training phases of hiring a National for permanent assignment, and spent 16 weeks total in the Piedras Facility in
2008 leading and supporting continuous improvement activities in the areas of productivity, lean manufacturing, material
systems, and logistics.
Experienced Multi-facility Plant Manager. Served as the Plant Manager for the Walker production facilities. Responsible
for all operational and financial facets of a two facility production environment, and ultimately, the balance out and
transfer of all manufacturing operations and equipment to other sites identified as long term strategic entities.
Plant Manager – Lear Corporation, Elsie Michigan Facility. May 2003 – February 2007
Producer of power and manual seat adjusters for Ford, General Motors, and Toyota. Peak annual sales of $146M.
Promoted from the Lear Walker Facility where I served as Operations Manager. Charged with being a change agent within a 450
employee UAW facility. Responsibilities include all facets of plant management – Quality, Operations, Maintenance, Finance,
Human Resources, Materials, Engineering, Information Systems, and Six Sigma Management. Consistently exceeded budgeted
operational income expectations through the implementation of strict controls for expenditures, and supporting monitoring
systems. Additional accomplishments and areas of expertise include:
Gannon P. Barrett____________________________________________________________
1
Experienced in executing flawless program and platform launches. Delivered 5 platform launches simultaneously with
zero customer issues or interruptions. Elements included $4.8M equipment buyoff and installation, process development,
and implementation of all supporting systems and personnel.
Expert in implementing continuous improvement and lean manufacturing initiatives. Improved productivity from 68%
upon entry, to a sustained 92%. Gained full certification in Ford Motor Companies 32 Week Lean Manufacturing
Foundation and yielded labor reductions of up to 16% in given business units.
Highly proficient in material requirements planning and the optimization of production execution systems. Proficient in
Trans4M and AS400 systems. Increased annualized inventory turns from 36 to a sustained 75 through the evaluation,
establishment, and implementation of optimal scheduling parameters for the facility.
Driver in implementing cost savings in the spirit of continuous improvement by utilizing Lean Manufacturing and Six
Sigma methodologies. Actions have yielded over $6.5M in realized savings in the last 2 years.
Customer focused quality mindset. Established accountability and a common quality vision within the facility, which led
to the facility becoming the leader in the division with respect to customer PPM and customer satisfaction. PPM YTD at
4 vs. a goal of 10, and Written Concerns at 7 YTD vs. a goal of 16, with zero customer issues in the last 6 months.
Co-Champion of Lear’s World Class Housekeeping Initiative in the Seating Systems Division of Lear Corporation.
Incorporated World Class 5S housekeeping methodologies into the facility leading to the appointment.
High level of experience in quality systems and Global Quality Standards. Led the facility in achieving Ford Motor
Company’s Q1 certification, and championed the transition from QS9000 to the TS16949 Global Quality Standard.
High level of proficiency and experience in P&L management, budgeting, and financial analysis. Developed the facilities
annual budget, inclusive of unit volumes, labor assumptions, MFE schedule development, direct and indirect manning
requirements, inventory assumptions, productivity, and all repetitive expenditures.
Operations Manager – Lear Corporation, Walker Michigan Facility. May 2001 – May 2003
Producer of power and manual seat adjusters for Chrysler and Toyota. Peak annual sales of $135M.
Promoted from Materials Manager 10 months after being hired by Lear Corporation. Responsible for all facets of the facility’s 500
employee operation, including Manufacturing, Materials, Maintenance, and Logistics. Served as project manager for the
implementation of self directed work teams within the facility. In conjunction with self directed work team implementation,
served as project manager for the implementation of a learning center. This center for learning became the cornerstone for team
building, communication, and training, and consisted of full time trainers and mentors that conducted training in support of self
directed work teams, conflict resolution, operational training, and all mandatory safety training. The implementation of teaming
resulted in productivity increases of 10% - 15% in given Business Units, reduced salaried headcount by 40% in the operations
group, decreased casual absenteeism by over 50%, and improved overall internal and external quality metrics for PPM and formal
concerns. Additional accomplishments and areas of expertise include:
Experienced in the utilization and implementation of Kaizen principles. Conducted multiple Kaizen events comprised of
hourly and salaried individuals, working as one unit to improve processes, flow, and overall throughput. Results include
the development and implementation of process flow changes that yielded manning reductions of up to 24% without
affecting production throughput on given business units.
Expertise in implementing productivity improvements. Increased plant wide productivity from 83% to 88% within the
first 6 months of the assignment through the establishment of accountability and mentoring.
Directed the activities of a core team established to consolidate an off site manufacturing and storage facility.
Experienced in developing and implementing departmental spending controls. Reduced manufacturing and maintenance
expenditures by 18% through the establishment of strict controls and monitoring systems.
UAW contract negotiation experience. Participated in successful contract negotiations with the UAW as a Management
Representative for Lear Corporation.
Materials Manager – Lear Corporation, Walker Michigan Facility. July 2000 – May 2001
Recruited as a Materials Management Professional with experience in the Trans4M Production Operating System. Tasked with
evaluating the current utilization of the system and directing the complete reimplementation of Trans4M, including all elements of
the production execution system, master planning, capacity planning, engineering change control, production reporting, receiving,
shipping, and billing. Additional accomplishments and areas of expertise include:
High level of experience in the implementation of shop floor controls. Established real time production reporting on the
shop floor through the implementation of barcode scanning.
Developed and implemented real time defect reporting systems for purposes of identifying and correcting internally
generated defects as they occur.
Developed FIFO systems and established a robust lot traceability system for the facility.
Developed scheduling systems and trained the operations group to effectively utilize the systems to increase up time,
decrease changeovers, and simplify internal component logistics.
Gannon P. Barrett____________________________________________________________
ITT Industries – Fluid Handling Systems Division. July 1998 – July 2000
Operations Manager – ITT Industries, Archbold Ohio. September 1999 – July 2000
Tier 1 producer of fuel lines and brake lines for Ford, General Motors, and Chrysler. Peak annual sales of $46M.
Transitional assignment from Production Control Manager in September, 1999. Responsible for plant manufacturing activities for
350 hourly employees in a 3 shift environment. Specific responsibilities included the management of multiple tube mills, steel
slitting operations, braze furnace operations, copper plating line, coating and paint lines, all secondary flaring and bending
operations, and the materials group. Achievements include:
Participation in Eddy Current testing implementation to detect tube flaws in fuel and brake lines.
Successful launch of the P131 Heavy Duty Ford Truck and the Villager / Quest platforms in the facility
Teamed with multiple departments on the implementation of nylon coating systems within our existing coating
operations.
Participated in the introduction and implementation of coiling and uncoiling systems from the braze furnaces to the
coating lines, thus allowing for increased line speeds and greater economies of scale with respect to production and
changeovers.
Production Control Manager, ITT Industries, Archbold Ohio. July 1998 – September 1999
Responsible for all facets of materials, scheduling, and logistics. Specific responsibilities included demand management, capacity
planning, internal and external scheduling, steel and component purchasing, customer relations, DDL and MP&L communications,
shipping, receiving, and logistics. Achievements include:
Implemented increased utilization of the CMI production execution system for increased shop floor controls and
improved process flow.
Managed the introduction of purchased copper plated coils into the operations in support of capacity shortfalls with the
internal plating line.
Brought the facilities Q1 rating to 100% and maintained exemplary Q1 status through the implementation of strong
systems and the establishment of accountability and schedule attainment.
Merillat Industries – A Division of Masco Corporation - January 1997 – July 1998
Strategic Planning Supervisor, Merillat Industries, Adrian Michigan. January 1997 – July 1998
Producer of Kitchen and Bathroom cabinets for commercial and residential applications.
Responsible for the management of the Corporate Materials Analysts. Managed and adjusted material min / max levels for 5
facilities. Accomplished this through the evaluation of historical data regarding usage, and standard deviation about the mean
usage of material. Created and maintained the master schedule for finished goods assembly plants, and transmitted this master
plan to the component plants for integration into their execution systems. Additionally, developed all launch and bank build plans
for upcoming product introductions and managed all material related engineering changes to ensure smooth transitions.
Orbital Engine Company – June 1994 – Dec 1996
Engineering Change Coordinator, Orbital Engine Company, Tecumseh Michigan. June 1994 – Dec 1996
Research and development facility for three cylinder two stroke engine technologies and fuel atomization systems. Responsible
for managing all engineering changes for the facility. Created and managed bills of material and production routers for operations
and assembly departments. Scheduled and coordinated engineering builds and trial runs for the engineering community.
RIMA Manufacturing – November 1993 – June 1994
General Maintenance, RIMA Manufacturing, Hudson Michigan. November 1993 – June 1994
Producer of screw machine products for automotive and non-automotive applications.
Performed general maintenance activities and simple machine repair for screw machines and secondary milling, drilling, and
tapping equipment. Also responsible for facilities and grounds maintenance, including securing and scheduling outside
contractors.
References Available Upon Request.
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