Manager Sales

BARRY J. PRICE

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CAREER SUMMARY

Team-oriented, results driven Operations Executive with extensive operational, quality, supply chain, and engineering experience. A Lean leader who has implemented Lean Manufacturing concepts in diverse industries to include high and low volume; automotive and industrial market products; union and non-union; machining, fabrication, and assembly. Outstanding skills in values-based leadership, employee development, communication, strategic planning, project management, new product launch, problem solving, total quality management, and customer relations. Experience in running multiple facilities, working with international resources and customers, and transforming manufacturing operations into world-class operations with superior performance in safety, quality, delivery, inventory, employee engagement and profitability. High energy, accountable, and inclusive.

LEAN SKILLS

Professional Development and implementation experience in: Built in Quality, Hoshin Planning, Kanban/Pull Systems, 5S, Visual Management, TPM, Kaizen, Standardized Work, Value Stream Mapping, Constraint Management, A3 Problem Solving.

EDUCATION

Masters in Manufacturing Engineering Northwestern University, Evanston, IL December 1993

M.B.A. - Operations Management DePaul University, Chicago, IL November 1991

B.S. in Industrial Engineering University of Illinois, Urbana, IL May 1988

PROFESSIONAL EXPERIENCE

METALSA STRUCTURAL PRODUCTS

Plant Manager- Hopkinsville, KY Jan. 2015 to Dec. 2015

Profit and loss responsibility for a +650 associate, high volume Tier I automotive UAW facility, with annual sales of +$150M. Facility manufactured light duty truck frames and components for GM, Ford, and Toyota. Direct reports: EHS Manager, Operations Manager, Materials Manager, Quality Manager and Lean Manager. Indirect reports: Controller, Human Resources Manager. Metalsa is a private global manufacturer of structural vehicle components headquartered in Monterrey, Mexico, with the US facilities purchased out of bankruptcy from Dana Structural and ISE in Germany.

Reduced recordable injuries by 50% from prior year

Addressed significant quality issue on newly launched production line, and repaired customer relationship

Increased stamped parts avg. daily output by approx. 80%, and assembly line productivity by approx. 50%

EATON CORPORATION - Hydraulics Division (2004-2014)

Plant Manager- Multi Site: Jackson, MI and White City, OR Nov. 2006 to Dec. 2014

Profit and loss responsibility for two non-union facilities with 150-200 total associates that designed and manufactured hydraulic and pneumatic cylinders, hydraulic servo valves and brake calipers, for the global industrial market with annual sales of +$40M. Direct reports: Controller, HR Manager, Supply Chain Manager, EHS Manager, Operational Excellence Manager, Production Manager, and White City, Oregon Site Manager. Business characterized as a high mix/low volume engineered to order production environment. Interfaced regularly with Sales, Marketing, Design Engineering and Customer Service as part of matrix reporting environment.

Increased profitability from breakeven to +25% Return on Sales

Improved On-Time Delivery from 77% to +90%

Reduced Inventory from 88 DOH to 42 DOH

Reduced Scrap from 1.77% of Sales to .66% of Sales

Reduced Customer Returns from 4,488 dppm to 400 dppm

Improved Employee Engagement from 57% to 80% (annual survey)

EATON CORPORATION continued-

Operations Manager- Jackson, MI Plant Jan. 2004 to Nov. 2006

Responsible for production of hydraulic and pneumatic cylinders and servo valves, along with Lean Implementation, Environmental/Health/Safety, Facilities, Maintenance, and Manufacturing Engineering. Direct reports: EHS Manager, Manufacturing Engineering Manager, Maintenance Supervisor, Production Supervisors.

Improved On-Time Delivery from +50% to 77%

Restructured operation from a job shop type environment to a LEAN Cellular Manufacturing structure

Implemented bar code tracking of orders within ERP system for improved customer order traceability

METAL POWDER PRODUCTS

Plant Manager- MPC Division, Coldwater, MI Feb. 1999 to Dec. 2003

Profit and loss responsibility for a 100-150 associate UAW facility that manufactured powder metal components for the industrial and Tier II automotive markets with annual sales +$15M. Direct reports: Controller, Production Manager, Materials Manager, Quality Manager, and Engineering Manager. Also acted as the site HR Manager.

Reduced raw material inventory level 80%, and increased inventory turns from 6 to 12

Reduced average new quote turn around to less than one week

Implemented $200,000 to $250,000 of cost savings initiatives per year

Implemented plant’s first LEAN cellular production line to reduce waste and improve profitability

DELCO REMY AMERICA

Technical Manager- Anderson, IN Aug. 1997 to Feb. 1999

Manager responsible for Lean Implementation, Manufacturing Engineering, Electrical Engineering, Quality, and Maintenance functions in UAW focus-factory facility that manufactured electrical generators for diesel engines used in the trucking, agriculture, marine, and construction industries. Supervised (11) salary technical associates and (14) hourly associates in maintenance and quality.

Reduced downtime on high volume production lines by 60% (8/97-8/98)

Reduced scrap on high volume production line by 41% (8/97-8/98)

Guided Plant in achievement of Indiana Quality Award for 1997

Developed successful relationships with key customers, reducing customer returns +50% (8/97-8/98)

UNITED TECHNOLOGIES AUTOMOTIVE

Business Unit Manager- Edinburgh, IN Sep. 1996 to Aug. 1997

Manager responsible for leading (6) person technical team in the launch of automotive interior trim products for a $40M GM vehicle platform (GMT800). Responsible for product and process development, and facility renovation.

Developed manufacturing processes, and corresponding logistic, manning, and inventory plans for production of 8.1M sidewall trim products per year using LEAN Manufacturing techniques

Lead team in design development of large panel polypropylene products, including managing $2.9 million worth of prototype tooling and $6.5 million of production tooling

Administered project capital of $15.7 million, which included $3.2 million of facilities renovations, and the purchase of (7) new injection molding machines ranging in size from 1000 to 3000 tons

BORG-WARNER AUTOMOTIVE

Product Line Manager/Production Supervisor/Sr. Manufacturing Engineer Oct. 1993 to Sep. 1996

Held various Engineering and Operational Management roles in a non-union, Tier I automotive facility located in Frankfort, IL that designed and manufactured drive train components for GM, Ford, and Chrysler. As a Product Line Manager, I was responsible for a $12M product line with a staff of (2) Engineers, (1) Material Control Planner, (3) Supervisors, along with (63) hourly production associates.

Created KANBAN pull production system enabling the use of Constraint Management techniques. Result- Lowered inventory by 15%

Developed and executed yearly business plan for Rigid Band product line. Result- consistently hit productivity targets, while lowering scrap by 22%

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