Operations Manager
Resume:
Barry B. Simes
Elkhart, IN *6514
Phone: 574-***-****
Email: ***********@*****.***
A results-oriented business professional with proven leadership abilities in operations development, manufacturing, quality, engineering, sales and marketing and program management. Skilled operationally to effectively analyze facilities, implement strategies to enhance growth through proven path methodologies and successfully lead facility start-ups with intense customer and quality focus in a fast paced environment. Strengths include:
Business development and revenue growth Team creation and leadership abilities
International business experience Lean manufacturing knowledge
Excellent customer relationship skills New product development
Operations profit improvement Facilities consolidation
Professional Experience
Flair Interiors, Goshen, IN – August 2014 to Present
Plant Manager
Responsible for the manufacture of high quality furniture and accessories for the RV industry across three manufacturing plants located in Northern Indiana. Reporting to the COO, this is a new position targeted at organizing the Value Stream to create continuous flow and drive rapid improvement to increase margins and support growth.
Developed Key Performance Indicators and a balanced score card to represent the performance of the operation consistent with customer expectations in the market.
Analyzed and identified the key operational constraints. Communicated specific findings with the Leadership Team and developed rapid improvement plans.
Created continuous flow processes between all the internal suppliers and customers focusing on clean hand-offs between each party.
Created rough cut capacity planning to drive resource planning and establish daily work schedules consistent with customer requirements.
Improved on-time delivery from to meet customer expectations.
Reduced labor costs and right sized the labor force for the foretasted schedules.
Stabilized the operations to improve credibility of financial forecasts and commitments made to our customers.
Small Business Development Research – February 2013 to July 2014
Working with business colleagues to identify and develop small business opportunities that would ultimately result in acquiring a manufacturing operation in Northern Indiana to develop and grow as an investment opportunity.
Utilimaster Corporation – June 2010 to January 2013
Director of Manufacturing
Responsible for high volume manufacture of specialty delivery vehicles across 15 plants on a 120 acre campus encompassing truck assembly, specialty upfit, metal fabrication, welding, vehicle paint and hybrid chassis conversion. This includes a manufacturing work force of 600+ team members, materials and inventory management, scheduling, manufacturing engineering, and maintenance.
Developed future state manufacturing footprint options transitioning from batch and queue to single piece flow resulting in improved efficiencies. Working with the Board of Directors, gained board approval for the transfer of operations to a single building manufacturing site.
Leader of Value Stream Mapping and SIPOC development as the key change management tools to re-engineer the business for the transition to single piece flow manufacturing consistent with meeting a 20 minute takt time per vehicle.
Led the organization to change from a one shift to a two shift assembly operation for the first time in order to support record levels of sales and subsequently contributing to record profits for the company.
Successfully led manufacturing and plant renovation project in support of the launching the next generation walk in van.
Set up KPI metrics for each plant to measure performance, drive accountability for continuous improvement.
Implemented formal Team Member Involvement program to capture the ideas from the production floor to drive continuous improvement actions focusing on 5S+Safety.
Led talent management process utilizing a forced ranking model for team development and succession planning.
Sponsored and led truck body product improvement team to turn around business performance. Improved labor efficiency from 70% to 99% along with quality, delivery and safety performance improvements. The resulting profit improvements transformed this business into a strategic growth opportunity.
TydenBrooks, Angola, Indiana – January 2008 to February 2010
Vice President of Global Operations
Responsible for global manufacturing operations including P&L and financial planning responsibility for manufacturing cargo security seals in Angola, Indiana, Monterrey, Mexico, Colyton, UK and Suzhou, China. This included plastic injection molding, zinc die casting, assembly and marking processes.
Successfully coordinated the green field start up of two manufacturing operations in Monterrey Mexico that led to critical savings for the organization in order to strengthen our competitive position in the market place. Maintained consistently high levels of service and quality through KPI tracking and Kaizen events while transferring North America manufacturing to Mexico.
Led the organization in launching the largest quantity of new plastic molded products in company history critical to support sales growth.
Developed and implemented plan to consolidate European manufacturing into the China operation resulting in operational savings and reduced costs to be more competitive in the European market place.
Evaluated acquisition targets as a key member of the board appointed corporate team to develop financial analysis for project justifications which led to a major acquisition.
Leader of acquisition integration resulting in a successful start ups of new plants in Monterrey, Mexico and Suzhou, China ahead of schedule and under budget.
Initiated and led restructuring of ISO 9001 quality system resulting in more robust processes and improved third party audit results for the business.
CTS Corporation – 1981 to 2008
CTS Automotive Products – Elkhart, Indiana
Director of U.S. Operations – 2005 to January 2008
Responsible for the Elkhart, Indiana, Berne, Indiana and Matamoros Mexico operations including P&L for high volume manufacture of automotive sensors that represent $75 million in annualized sales in a multi-union environment. This included thick film material manufacturing, thick film processing on polyimide and ceramic, plastic injection molding and final assembly operations.
Successfully led the integration of the Berne plant into CTS Matamoros and Singapore plants resulting in $4 million savings to the corporation.
Achieved record operational cost savings of $2.2 million from the Elkhart and Matamoros plants in 2006.
Developed and implemented strategic plans to strengthen the Matamoros plant for aggressive 3-year growth period necessary to support the North American market.
Developed plans for the Elkhart plant to right size the organization and significantly improve profits given flat to declining sales in the automotive market.
Director of Business Development – Asia - 2003 to 2005
Responsible for sales and technical support offices in Shanghai, China, Yokohama, Japan and Nagoya, Japan with the focused objective of aggressive sales growth in this region.
Broke into new accounts in China that led to development programs that included VW, DCPA, Honda, Nissan, Chery, Geely, Lifan, and Visteon with existing and new products.
Led contract negotiations with new Chinese customers serving as a corporate model for business development in this region.
Led the development project for a complete motorcycle fuel system for the Asian market as a product extension for CTS delivering prototypes and business case on time and within budget.
Strengthened the Japan sales and technical force that led to additional business wins with Toyota and our first development program with Honda.
Director of Sales and Marketing - 2000 to 2003
Responsible for the Automotive Business Unit global sales and marketing. This included sales and technical staffs in North America, Europe and Asia with the focus of strengthening these groups to support a higher growth rate.
Developed and executed an annual sales plan to support our vision of growing 15% annually on a global basis.
Developed key deliverables process for each region to increase visibility and accountability as a standardized tracking and reporting method for each of the sales groups.
Evaluated each sales team for strengths and weaknesses and built a team that led to improved performance consistent with our goals.
Successfully re-negotiated a contract between CTS and a major tier 1 that resulted in a $400K annual improvement in profitability.
Operations Development Manager – 1998 to 2000
Responsible for integrating the CTS Matamoros plant as a new addition to the Automotive Business Unit with focus on introducing lean manufacturing processes to the organization.
Successfully transferred first sensor product line from Elkhart to Matamoros resulting in increased profitability.
Educated the Automotive Business Unit staff in lean methodologies serving as the top down leadership basis for lean deployment.
Led the effort to benchmark and study facilities that had successfully implemented lean methodologies.
Successfully implemented le of value stream mapping, 5s+1, Kaizan, in the Elkhart and Matamoros facilities.
Senior Program Manager-Europe – 1994 to 1998
Responsible for supporting business development and leading product launch activities to meet the goals for rapid sales growth in Europe utilizing the CTS Scotland operations.
Led the development and launch of three new sensor products with annual combined sales of $2 million and growth to $8 million.
Led a team to develop and implement a proven path standardized product development process for all function departments with defined deliverables and responsibilities.
Developed nine cross-functional teams and a staff of four Program Managers that successfully led the development and launch of sensor products that represented $30 million in sales growth.
Led the initial efforts to break into the German market that led to landing our largest European customer resulting in over $8 million in annual sales.
Redesigned quote system to reduce overall lead time by 25% consistent with customer expectations.
CTS Scotland - Blantyre, Scotland
Operations Manager – 1991 to 1994
Responsible for start-up of the Automotive Products and Resistor Network Products manufacturing in the CTS Scotland plant supporting new sales growth for the European market place. This included thick film processing for resistor networks and assembly of automotive sensors.
Successfully led and managed the start up and qualification of resistor network manufacturing that led to annual sales of $1.2 million in annualized sales.
Successfully led and managed the start up and qualification of the automotive sensors manufacturing by implementing five product lines that led to $20 million in annualized sales.
Led all efforts to successfully obtain Ford Q-1 and ISO 9001 certifications for the facility.
Coordinated all communications between the plant and customer base to facilitate customer audits and sign-off for production start.
Developed organization structure and coordinated all hiring activities to build the organization.
CTS Automotive Products – Elkhart, Indiana
Manufacturing Manager – 1987 to 1991
Responsible for managing the manufacturing unit for automotive sensors, consisting of injection molding, thick film processing and final assembly.
Integrated production control and customer service within the manufacturing group creating a direct link between the customer and production floor resulting in significant improvements in customer service.
Developed cross-functional continuous improvement teams focusing on process waste that resulted in an annual cost savings of $400K.
Led the implementation of a class 10,000 clean room for thick film screening processes that subsequently led to elimination of 100% visual inspection.
Implemented process controls as a result of optimizing and defining inputs for thick film screening in element manufacturing that led to a 50% reduction of setup times.
CTS Printex – Fremont, California
Quality Manager – 1986 to 1987
Functioned as a key member of a task force to determine the disposition of an unprofitable manufacturer of printed circuit boards. Also filled the functional role of Quality Manager during this assignment. The final disposition was to close the plant.
Developed and implemented plan which reduced quality costs by 50%.
Took a leadership role in coordinating the closure of the facility and liquidating assets.
CTS Bentonville – Bentonville, Arkansas
Engineering Manager – 1985 to 1986
Responsible for managing the engineering group for the facility that manufactures resistor networks.
Implemented standard CTS engineering systems to form a foundation for increasing the capacity of the engineering group in this facility.
Delivered $80K annualized cost savings
CTS Berne – Berne, Indiana
Manufacturing Engineering Supervisor – 1981 to 1985
Provided daily technical support for thick film screening of resistor network products.
Led cross-functional teams focused on scrap reduction that resulted in $110K in annualized savings.
Developed and implemented statistical process control methods for the thick film screening processes that led to reduced scrap and increased capacity.
Education
Bachelors in Mechanical Technology
Indiana State University
Terre Haute, Indiana
Additional Training Summary
8-D Problem Solving
Oliver Wright Sales and Operations Management
Creating Continuous Flow
Making Materials Flow
Labor Unions in the Workforce
Lean Manufacturing Methodologies
Value Stream Mapping
Standardized Work
6-S
One Piece Flow
Executive MBA Overview – Purdue Krannert School of Management
Project Management
MRP II
Manufacturing Excellence
Geometric Dimensional and Tolerance
Air Logic Controls
Beginning French – University of Glasgow, Scotland
Beginning Chinese – IUSB
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