Michael Paul Barrett
Vicksburg MS, 39180
Manufacturing Professional
Strengths
Clear vision of what a world class operation looks like, steps needed to attain it and the results it should produce consistently
Enhance operational safety culture by attaining buy-in of the workforce and acceptance of the possibility of zero injuries
Customer driven management philosophy knowing that any operations most valuable resource is it's people
Experienced in change management
Build effective teams through a proven talent selection process, clear communication of goals, and constant confirmation of the need for trust and empowerment of the team as decision rights are earned through proof of ability.
Proven ability to identify and prioritize cost savings opportunities and drive implementation of corrective actions using Kaizen philosophies with the buy in of the workforce
Creation of a business budget to drive specific strategic objectives
Ability to develop a vision for the operation and drive that vision to fruition through both strategic and tactical planning
Excellent computer skills. Advanced in use of most popular business software
Creating synergy of all available resources in order to drive projects to finish under budget and on time, while maximizing return.
Application of, and ability to teach, analytical troubleshooting methodology in any manufacturing environment as a primary tool for waste elimination and lean process improvements
Development of key performance indicator tools to track and communicate trends, opportunities to lower cost, and improve revenue
Employee development through team concepts that give employees a stake in improved performance and the ability to succeed in their focus.
Experienced in production line design using lean principles
Broad background in manufacturing operations including blow, injection molding, wet and dry product filling / packaging, and blending of both liquid and solid products in food and non-food categories
Ability to manage and balance competing priorities toward the best end.
Experience
Martin Midstream Partners
Apr 2014 - June 2015 General Manager Packaging Group
Responsible for packaging operations including blow and injection molding, product blending, filling, packaging, warehousing, and shipment of automotive lubricants in Smackover Arkansas and Kansas City, Kansas. Management staff including plant managers in both locations were direct reports. Operations included 4 injection molders, 2 blowmolders and 8 state of the art packaging lines that accommodated all package sizes from 55 gallon drums and 5 gallon pails to pints. Blending operations included 2 tank farms consisting of over 100 storage and blending tanks where batch blending operations were conducted. Product storage warehouses held approximately $8 million in diversified inventories and an average of 40+ trucks were shipped daily to customers. P&L responsibility. Acomplishments while in this position were
reduced time from order placement to reaching the customer of approximately 4 days on average through establishment of optimum finished goods inventory levels, organization of warehouse, and creation of MRP system using Excel spreadsheets that automatically downloaded orders from the existing accounting system. This system accommodated over 500 skus.
reduced labor cost by 20% and improved line efficiencies 10% through application of lean concepts and reduction in number of changeovers
reduction of complaints due to both quality and service issues by approximately 70% by optimizing equipment performance and re-training operators
ISO certification of the operation through stabilization, documentation of operations procedures and personnel training
Optimization of expensive additive component usage for an over $200k reduction in additive cost while still meeting all product specifications and not effecting product performance
Music Mountain Water Co.
Nov 2011 - Jan 2014 VP Operations Shreveport La.
$18 million annual sales. P&L responsibility. Direct reports were Engineering mgr, Operations mgr, Controller, Shipping Mgr, and H&O General Mgr. 88 indirect reports. During this assignment I installed and started a 2 line blow molding operation that conveyed directly to product fillers. This completed a fully automated production line with very little human interaction from the raw material state to a finished ready- to- ship product pallet. Trained all maintenance and operators personnel. System is now running over 90% OEE and has constituted a 15% reduction in production cost and shortened lead times for customers. Payback estimated as 2.5 years. Also, installed and implemented an MRP system (MAS 200) that was owned but not in use. This had a major impact on the cost of operations, inventory, and time to the customer. Major customer accounts included Walmart, Kroger, Walgreens, and many large brokers.
Georgia Pacific
June 2011 - Nov 2011 Plant Manager, Crossett Ar
This was the largest plywood operation in the world. Two separate mills on one site. P&L responsibility. 850 union employees. Staff of 54 salaried people. This operation had not been profitable for over 10 years. After being on site for 2 months, studying the financials and economic climate for this market, and the needed investment to make this operation profitable, I along with our analysts recommended that this operation be closed to allow the remainder of the division, with newer more state of the art equipment, to be profitable over the coming tough times. Upper management agreed and the mill was shut down in November 2011. I was offered a plant manager position over another plywood mill in Lufkin TX but turned it down to return to Shreveport LA to be closer to family. While at this assignment, I had the opportunity to be trained in 'market based management" which is the Koch philosophy of how to successfully do business and, to some extent, how to live life. I also had the privilege of seeing this philosophy put into action daily by all GP employees.
Consolidated Container Company LLC
Mar 2010 - May 2011 Memphis Group Manager
Responsible for maximizing EBITDA through elimination of waste and growth of revenue in 4 manufacturing operations within the Memphis area. Complete P&L responsibility. During this period built and supervised a start up of a new plant. The project finished significantly under budget and ahead of schedule. Plant was profitable within two months after start up and continues to operate well below variable and fixed cost projections. Hired, trained, and directed 3 new plant managers to yield a very high performance team that constantly performed above company’s targeted operational metrics. Obtained new customer account growth of over 300% during this period. Led the Memphis Group in implementation of a new "Milliken Performance System" in one facility. During the period actual EBITDA exceeded budget by more than 40% for the Group. Major customer accounts included Frito Lay, Procter & Gamble, Auto Zone, Shell, Mobil and several large co-packers.
May 2003 – Mar 2010 Regional Operations Director
Responsible for maximizing EBITDA through elimination of waste and growth of revenue in 12 extrusion blow molding operations generating $130 million in sales annually. Complete P&L responsibility. Various manufacturing platforms provided products and services to large tier 1 customers (Frito Lay, Exxon Mobil, Conoco Phillips, Procter & Gamble, Lever Bros, Tropicana) down to very small businesses comprised of only 1 filling line. Customers represented were from the dairy, water, juice, food, chemical and automotive industries Successful in building a highly efficient team that was able to drive cost savings of over $4 million for the period through automation, streamlining of work systems, increased line speeds / labor efficiencies and optimization of raw material usage while still achieving fixed cost budgets. Safety improved as a result of these changes, and a complete culture change in a OIR reduction from 5.2 to 1.3 for the region. Successfully implemented Maintenance scheduling / tracking systems, 5-S programs and total quality management systems across all platforms and plants. Participated in the development of the strategic growth plan based on the vision of senior leadership. Developed and executed a tactical plan for my plants that would meet that vision. Direct reports included all plant managers, regional process manager, regional quality manager, and regional HR manager.
Jan 2001 - May 2003 Multi-plant manager
Responsible for maximizing EBITDA through elimination of waste and growth of revenue in the Memphis and West Memphis blow molding plants with total P&L responsibility. Built and started a new plant in Memphis. Responsibilities included hiring and training of all personnel, installation / start up of production lines, supervision of engineering personnel, procurement of raw materials, design of manufacturing specifications, design / implementation of both Quality and Operations systems. These plants grew revenue by over four million dollars through procurement of new volume from Frito Lay and grew EBITDA by more than two million dollars with a program of company internal regrind usage in West Memphis. During this period, both plants voluntarily de-certified the previously installed labor union and achieved over 2 years without a recordable injury.
Graham Packaging Company
1990 - 2001 Plant Manager
Started in the Shreveport, La operation as Quality / Production Supervisor. Spent 1 year in this role and was promoted through 5 plants as Plant Manager with increasing responsibility and complexity of operations. P&L responsibility. Platforms included Graham wheels, Bekum shuttles, Sidel blow molders, Husky injection molders, and Uniloy reciprocating extrusion systems. Responsible for P&L performance in all operations. Largest operation was $15 million in annual sales with a total of 300 indirect reports. Customer base included Tropicana, Proctor & Gamble, Pennzoil, Quaker State, Castrol, Treetop, and many contract packagers for other tier 1 customers. Also served as Area Quality Manager during this period for 6 months, reporting to the Regional Operations Director. I was responsible for all quality systems in 8 plants. While serving as Plant Manager, I served as project manager on 3 installation projects in other plants, all with outcomes that were under budget and finished on time or ahead of schedule.
1989 - 1990 Area Quality Manager (8 plants around the country)
Accountable for the quality function for major accounts such as Pennzoil, Mobil, Quaker State, Castrol, First Brands and many large independent contract fillers. Responsible for design, implementation, and servicing of all plant quality systems to meet individual customer needs while not deviating from industry standards and specifications. Also responsible for hiring / training quality managers for each site, and acquisition of testing equipment. All 8 quality managers were direct reports. Dealt directly with all customers on all issues and provided progress reports to management and customers on major key performance areas.
Quaker State Oil Refining Corp
1979 - 1989 Process, Quality, and Production Supervisor
Responsible for all activities in the blending and packaging operations in one of four plants supplying the US. In this role I was responsible for one of three cost centers which included blending, packaging, verification lab, quality and outside operations including barges, railcars, tank farm, and waste water treatment 22 direct reports. Contributed to optimization of product formulations to improve cost effectiveness while ensuring that all specifications and requirements exceeded industry standards.
Education
Bachelor of Science Forestry, Mississippi State Univ. 1977
Two years completed towards Masters of Business Management, Mississippi College 1983
References
Name
Company & Title
Relationship
Phone
Joshua Thompson
Martin MIdstream Partners, Plant Manager
Past direct report
Jerry Kinnebrew
International Paper, Maintenance Team Leader
Past coworker
Gary Kessinger
Elyria Foundry, CEO
Past supervisor
Brian Thrasher
West Lake Chemical, Plant Manager
Past direct report
Hudson Pope
Georgia Pacific, Director Plywood Operations
Past supervisor
Steve Estok
Warren Oil, President
Past direct report
Mike Mosura
Safety Kleen, Director RFO sales
Past supervisor
Linked in profile - www.linkedin.com/in/barre05903