Sales Manager

Barton J. Weihl

Summary

An accomplished leader of Lean Manufacturing, Global Strategic Development,

Sales, Operations Management, Business Development, Customer Satisfaction, Phone 801-***-****

Finance/P&L, experienced in turnaround situations, as well as cost reduction, on- E-mail ****.*****@*****.***

time delivery, Lean-Sigma change implementation, communications, and Web

increasing net profit in the manufacturing environment. Mergers and Acquisitions http://www.linkedin.com/in/bar

experience including follow on business rationalizing. Direct profit and loss

8385 S 3375 E tonweihl

responsibilities for both union represented and non-union facilities. Business

Salt Lake City, UT

experience is balanced with a well-rounded engineering design background. Proven background in

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leading multi-functions (Business Development, Program Management, HR, Operations, Finance,

Quality, Maintenance, and Engineering) within plant populations that exceeded 500 employees.

Demonstrated negotiating capabilities including business contracts as well as union agreements.

Experienced in AS9100, ISO14001, and Nadcap quality systems.

Work Experience

Exelis, Inc., Salt Lake City, UT 7/2012-present

Exelis Inc. provides electronics and software to support command, control, communications,

computers, intelligence, and surveillance / reconnaissance (C4ISR) related products and systems in the

United States and internationally. Additionally, the company is involved in both the military and

commercial aerospace structures markets.

Operations Director 7/2012-present

Recruited to lead all Exelis Aerostructures operations. Facility locations included Salt Lake City, UT (2

facilities); Baton Rouge, LA; Amityville, NY; Bohemia, NY, and Bristol, UK. Primary production includes

composite aerospace structures, CNC machining, complex electro-mechanical assemblies, as well as

oil and gas industry products. Total sales exceeded $250M with a multi-site multi-national staff of over

500 employees. Provided executive leadership for a site turnaround that included the following key

accomplishments:

• Reduced manufacturing cycle time by 25%

• Reduced raw material inventory by 30% / $500k

• Increased OI by $16M in the first fifteen months

• Improved customer quality metrics by 60% in six (6) months

• Deployed visual KPI management metrics and daily Gemba walks

Patriot Machine Inc., St. Charles, MO 3/2009-7/2012

Patriot Machine is a privately held manufacturing and assembly facility that CNC machines high

tolerance, precision metallic components. This entrepreneurial business was founded 20 years ago as

an engineering service provider targeting automotive, medical, and aerospace customers.

Director / General Manager - Operations & Engineering 3/2009-7/2012

Recruited to provide executive leadership, strategic direction, and improved overall competitiveness /

efficiency of manufacturing processes and systems for a five year $60M growth plan. Directly manage

functions of lean manufacturing deployment, plant operations, including engineering, procurement,

planning, quality, etc. Additionally managed all external manufacturing sub contract functions.

Authored and implemented a strategic growth plan, marketing strategy, and staffing / employee

development objectives.

• Developed and executed business development strategy that expanded customer base to include

additional commercial aerospace manufacturers such as Gulfstream as well as increased work

content from Boeing, Bell, Lockheed-Martin and Northrop Grumman.

• Authored comprehensive business transformation strategy that includes increased market

diversification, capitalization planning, and the introduction of Program Management function.

• Introduced new product launch process that decreased late shipments by 35% through improving

just in time materials management, advanced forecast planning and level scheduling techniques.

• Reduced overtime by 50% while increasing labor efficiency 11% through focused business

management processes.

GKN, St. Louis, MO 10/2001-3/2009

GKN is a global leader in the design and manufacture of complex composites and metal alloy structures

in addition to special products such as canopy systems, aircraft transparencies and de-icing system.

Their customers include all of the world's leading manufacturers of civil and military, fixed and rotary

wing aircraft and aero engines. GKN’s Aerospace Division has approximately 10,000 employees and

operates 32 wholly owned manufacturing sites and technical centers in 8 countries.

Vice-President / General Manager Composite Operations 10/2007-3/2009

P&L responsibility over a composite assembly and detail parts facility generating annual sales of

$165M. Provided leadership and strategic direction for the turn around of a 500 collective bargaining

and salaried professional’s facility. Responsible for new business development involving major

assembled structures.

• Developed comprehensive staffing and training plan to meet business growth objectives.

Training plan supported the hiring of 100 trained craftsmen in five months.

• Established quality and continuous improvement steering committee and launched immediate

lean initiatives that improved product quality and reduced overall manufacturing costs.

• Realigned the organization to competitively focus on discrete manufacturing and structural

assemblies.

Vice-President / General Manager Machining Operations 12/2006-10/2007

P&L responsibility over a machining facility generating annual sales of $180M. Provide leadership and

strategic direction for over 550 collective bargaining and salaried professionals including functional groups

such as Quality, Marketing, Engineering, Finance, and Logistics.

• Improved division on time delivery performance from 88% to 98% and drove labor efficiency,

sales, and OPBI to site record levels

• Launched lean initiative that improved machine availability, measured as in-metal time, from

62% to 85% in three months

Senior Director – Engineering and Facilities 9/2004-12/2006

Provided executive oversight for 100 engineers and 100 collective bargaining craftsmen (two

unions, three independent classifications) with an annual expense budget of $25M.

Responsible for engineering design, R&D, and manufacturing teams located in multiple

facilities. Supported Business Development initiatives as well as mergers and acquisitions

activities.

• Provided both the technical and operational assessment and integration for a $130M,

multi-site acquisition project. Presented to the United States Federal Trade Commission

(FTC) in Washington DC to support this M&A approval.

• Created multi-year site manufacturing strategic plan and managed multi-million dollar

project budgets.

Manager – Site Equipment Maintenance 8/2003-9/2004

Responsible for managing 100 collective bargaining craftsmen with an annual expense budget

of $7M. Accountable for site equipment performance including over 300 individual CNC assets.

• Led continuous improvement efforts in equipment/process efficiency to meet business

requirements. Improved site equipment availability by 18% through Total Productive

Maintenance (TPM) implementation and improved MRO inventory controls (98% fill

rate).

• Deployed vendor managed inventory systems on consumables and standard stock

items.

• Initiated craftsmen efficiency and quality metrics to monitor group performance and

results.

Manager – Continuous Improvements and Strategic Planning 3/2002-8/2003

Managed and directed a technical staff to implement Lean Manufacturing projects as well as

development of the machine shop capital strategy.

• Provided the leadership oversight to create the GKN Production System (GPS). This

standardized Lean Manufacturing toolbox and measurement system was deployed

globally following the St. Louis rollout.

• Successfully managed the turnaround of two failed program cells through the use of

Lean Manufacturing tools. On-time delivery reached 100% coupled with efficiency gains

that eliminated overtime and allowed for redeployment of 33% of the existing staff.

GKN, St. Louis, MO (Continued)

Continuous Improvements Engineer 10/2001-3/2002

Coordinated Lean Manufacturing initiatives on a site wide basis targeting production

improvements and efficiency needs. Led multiple shop and office Kaizen events and lean

projects. Included three (3) independent business facilities producing detail components

through major structural assemblies.

Missouri Enterprise, St. Louis, MO 4/1999-10/2001

As a Hollings Manufacturing Extension Partnership Center, Missouri Enterprise was part of the

largest consulting organization focused on small- and medium-sized manufacturers in the U.S.

Their mission is to help companies with services including Manufacturing Productivity

Improvement, ISO/Quality Management Systems, and Growth and Business Strategies.

Field Engineer 4/1999-10/2001

Facilitated change in client organizations and assisted in developing strategic business plans

and new product launch processes. This role required the ability to effectively interact with all

levels of personnel from company presidents and executives to shop floor personnel.

Completed customer project work with documented economic impacts exceeding $20,000,000.

Client firms included pharmaceutical, chemical, packaging, furniture, metal finishing, printing,

and plastic molding companies.

Boeing, St. Louis, MO 3/1988-4/1999

Boeing is the world's leading aerospace company and the largest manufacturer of commercial jetliners

and military aircraft combined. Additionally, Boeing designs and manufactures rotorcraft, electronic and

defense systems, missiles, satellites, launch vehicles and information and communication systems.

Senior Technical Specialist 3/1988-4/1999

Provided equipment and tooling design required validating electronic and mechanical hardware,

delivered quality, and systems debug. Estimated time and material costs, performed project

management duties, and coordinated union fabrication efforts for multiple projects. Designed

and implemented an inventory controls process that solved a departmental inventory problem

by reducing departmental inventory by 1,504 part numbers and 44,705 parts. Demonstrated the

ability to accept increased responsibility, receiving five promotions in 10 years.

Education and Training

Washington University St. Louis, MO

May 1995

Master of Science in Management of Technology

Washington University St. Louis, MO

May 1994

Master of Engineering Management

Washington University St. Louis, MO

May 1992

Bachelor of Technology in Mechanical Engineering

Columbia Business School New York, NY

June 2005

Executive Leadership Development Program

The Media Trainers

Marietta, GA

August 2005

Managing the Media

Wharton Business School Philadelphia, PA

January 2014

Executive Leadership Development Program

Professional and Personal Activities

• Academic Advisory Board Member, St. Louis Community College, Engineering Division (1997 –

2012) and Southeast Missouri State University (SEMO), College of Polytechnics (2001 – 2009).

• Adjunct Faculty, SEMO, Bachelor of Science, Manufacturing Technology program – (2001 – 2004).

Instructor for courses in Manufacturing Process, Lean Manufacturing, and Facilities Design.

Developed course materials including lecture, case studies and student project materials.

• Committee member of Project Lead the Way (PLTW) - St. Louis metropolitan area (2004 – 2009).

PLTW’s mission is to encourage high school student’s pursuit of engineering as a career.

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