Barry W. Fentz
Executive Management Professional
Accomplished, highly motivated leader with a vast array of business backgrounds including multiple business turnarounds coupled with China Management/Japan/LCC experiences that has extensive General Electric credentials. Has multi-country, multi-plant know-how. Extremely skillful with change management, operational excellence, and OEM sales experiences. An excellent manager and trainer of people and an astute communicator including with foreign nationals. Extensive experience with the implementation of Lean, Kaizen and Toyota Production System methodologies and have taught many in TPS and concepts of Shingijustu. Conducted a Union De-certification. Keen Supply Chain Management skills and many experiences with foreign vendors. Has completed several foreign technology transfers. Successfully developed/managed a Gaming Company to become a Public entity.
Areas of Strength / Expertise
Communications • Lean / Kaizen / Toyota Production System • Negotiation Skills
Manufacturing/Division Financials • Operations • Strategic Planning
Materials Planning / Supply Chain • Goal / Metrics Setting • Union De-certification
International Business • Best Practices • Selling / Pricing Skills
Education & Affiliation
University of Wisconsin, Whitewater, WI.
Master of Business Administration, Management
Purdue University, Lafayette, IN.
Bachelor of Science, Metallurgical Engineering, Distinguished Student
Graduate of General Electric’s Corporate Manufacturing Management Program, Honored Graduate
Member of Corporation Board, Milwaukee School of Engineering
Board Member for Collective Next of Boston, MA
Graduate of Western Electric’s Cooperative Education Program
Patents & Awards
U.S. Patent #D391994, Video Roulette Table
Managerial Award, General Electric Company
Corporate Quality Award, Baker Hughes Company (Noran Instruments)
Eccomi Consulting President/CEO 2015-Present
As a senior executive and a consultant, Barry has a solid blend of strategic insight, operations acuity, and influential leadership. He is currently implementing solutions in high-growth, start-up businesses and turnaround situations.
Instrumental in assisting start-up firms in establishing manufacturing capabilities, front office operations and generating sales/marketing plans
Was the SVP of Angelica Corporation (the largest US hospital/clinic linen cleaning company) managing 26 facilities in the US specifically focused at resolving profitability issues in the “bottom nine” plants. Was very successful in managing a consulting firm to focus on the two bottom plants raising Pounds per Operator hour and Cost per Pound far above their previous levels.
Have recently assisted Private Equity firms in understanding the Heat Exchanger Market and the cu Excellence rrent dynamics for growth and penetration
ThermaSys/API Heat Transfer VP/GM and Chief Manufacturing Officer 1999-2014
Promoted to Chief Manufacturing Officer of a newly combined company of ThermaSys/API Heat Transfer.
API Heat Transfer, Buffalo, NY (2012-2014)
Managed and led all Kaizen/Lean events throughout the Global Business Units including China. Led many events teaching subordinates elements of the Toyota Production System
Implemented major projects including UK relocations, India/China startups, Maine Pointe Purchasing initiative, product transfers to China and managed a consulting study with Celerant for facility consolidations
Provided oversight and vision for 5S/6S and Safety Programs
General Thermodynamics, Franklin, WI (2003-2012)
This was a significant turnaround with a 3X increase in Sales over 4 years
Executed Lean and Kaizen concepts and assisted in teaching many events in this multi-plant Division and transformed this losing ThermaSys Business to a 13% EBITDA enterprise. Utilized Lean/Toyota tools which included Strategic Deployment, 3P, Kanban, Standard Work, Value Stream Mapping, Total Productive Maintenance, SMED, Visual Factory, Operational Reviews, Blitz events and developed reporting metrics for Engineering and the Applications Groups.
Tripled the business in three years by developing a high-powered Sales Force by securing existing customers and finding new accounts where we could market “value added” services and operational excellence.
Implemented Change Management on the Personnel front to recruit and retain the best people. Developed an expert leadership team accomplished at running a complicated, highly engineered business.
Implemented consistent HR policies to bring about non-union activities and promote a positive morale.
Implemented a metal surcharge system whereby all commodity metal price increases were passed on to customers
Transferred high-volume, low variety legacy products to Thermasys Dalian, offering OEM’s price downs.
Successfully passed all Quality audits conducted by ISO auditors, US Government and OEM’s.
ThermaSys Dalian, Dalian, China, (2007-2010)
Grew this business from $2M to $8M
Implemented Lean/Kaizen/Toyota principles throughout factory operations and passed all ISO and OEM audits. This was teaching event in helping Chinese Nationals understand Lean and Toyota principles and the factors that make up Continuous Improvement/Shingijustu.
Transferred $5M of OEM products and technology to this facility within a 14-month timeframe.
Later sold the business at a large profit to a private Chinese firm.
Transitioned the manufacturing business to a commercial enterprise to manage LCC alliances in China.
Successfully resolved all business and employee issues with the Chinese Government and Union.
Orchestrated and managed the successful startup of a Chinese Design Team to speed the design cycle for radiators and other cooling products.
Thermal Transfer Products, Racine, WI (1999-2004)
This was a significant turnaround with a 2X increase in Sales over 3 1/2 years
Executed Lean and Kaizen concepts in this Division and transformed this losing ThermaSys Business to a 14% EBITDA enterprise. Utilized all Lean/Toyota tools which included Strategic Deployment, 3P, Kanban, Standard Work, Value Stream Mapping, Total Productive Maintenance, SMED, Visual Factory, Operational Reviews, and Blitz events. I was the key to many events in helping factory and office personnel understand the benefits of Lean/Toyota principles. This was the first business where I developed monthly Operational Reviews.
Implemented an aggressive sales strategy with Reps to become “Number One” in the market place.
Delivered high-variety products with product lead times decreasing from 10-12 weeks to 1-3 days with 99% on time delivery. Guaranteed delivery with a 5% rebate for late deliveries.
Achieved 99% customer responsiveness in less than 4 hours in the Applications Group.
Reduced inventories by 80% and removed all finished goods inventory. Brought PPM levels to 1000 and obtained ISO certification.
De-certified the IAM Machinist Union.
Implemented a Variable Incentive Program for all employees.
Achieved 99% customer responsiveness in less than 4 hours in the Applications Group.
Implemented Kanban programs with domestic and foreign suppliers.
Casino / Gaming Businesses Executive Positions 1993-1999
Western Money System, Las Vegas, NV, Sr. Vice President
Guided and executed the launch of a Coupon Dispenser that was fully integrated to a casino gaming machine, a player tracking system, casino cage operations and a coupon redemption station.
Casino Data Systems, Las Vegas, NV, Vice-President of Operations
Recruited to this company as Vice President of Manufacturing with the responsibility to install disciplines and procedures to improve manufacturing operations. Promoted to Vice President of Operations in one year with expanded responsibilities for two separate P&L businesses, worldwide Field Service, and total company manufacturing.
Implemented a fully integrated game assembly line factory in a Toyota/Kanban environment.
Implemented a self-directed work force with storyboard problem solving capability.
Exceeded all Manufacturing budget and shipment objectives for 1997.
Chaired and managed the implementation of a fully integrated business ERP System.
Managed the introduction of a New Product Management Process across all Divisions
Managed the implementation of an inventory and shipping system for all core businesses.
Implemented a Warranty Tracking System in the Field Service Operation.
Restructured the Graphics and Imaging Business to a profitable position in 1997.
Innovative Gaming Corporation of America, Plymouth, MN, Chief Operating Officer
Recruited to this company by a previous colleague with the responsibility for the total operations of a 30 person, public company manufacturing high-tech, computerized video gaming products. Primary focus was the manufacture, sales, distribution and investment relations’ activities of this start-up company.
Emerged from development and realized 19 cents per share as a Public Company. Achieved $9 million in sales in the first year.
Successfully obtained gaming licenses and technical game approvals in key gaming jurisdictions.
Positioned the company to obtain Nevada licensing through the restructuring of Japanese agreements.
Implemented JIT cells and self-directed work teams in the manufacturing facility.
Developed comprehensive Sales and Marketing plan including financing and distribution.
Managed the introduction of a new 3 dimensional video technology to the gaming industry.
Renegotiated manufacturing, distribution and procurement contracts with Japanese suppliers.
Implemented an ERP System with bar coding capability.
Robertshaw Tennessee Division, Knoxville, TN, Vice-President of Operations 1991-1993
Recruited to this company from Noran by a former General Manager at General Electric and was responsible for the turnaround of the company’s operations in the areas of quality, manufacturing, and distribution of $100 million of automotive and industrial control products. Managed five facilities with union and non-union employees.
Restructured operations from 1180 to 820 yielding $9 million in savings. This was done through Kaizen/Kanban implementations and one-piece flow.
Renegotiated union contracts reducing expenses by $1.8 million.
Implemented a Q1 (Ford Motor Co.) quality system and initiated ISO 90001 certification process.
Implemented scrap reduction programs realizing $2.0 million.
Decreased inventories by $7.0 million.
Utilized a proactive management approach to maintain a non-union status in satellite facilities.
Implemented self-directed work teams and production cells in a satellite facility.
Noran Instruments, Middleton, WI, Vice President-Manufacturing 1989-1991
Recruited to this company by a former General Manager at General Electric and resolved a severe quality problem that curtailed nearly all product shipments. Restructured the manufacturing operation through the elimination of vertical integration and the realignment of personnel. Directed the manufacture of electronic instrumentation used in analytic and medical industries.
Rescued the company and resolved an out-of-control quality problem reinstating shipments from 10% to 95% on time shipments.
Implemented an ERP System yielding 28% reduction in inventory and on-time shipments to 95%.
Implemented outsourcing programs reducing labor and overhead expenses by 15%.
Restructured manufacturing from 120 to 80 employees yielding $700,000 at equivalent production levels.
Received a Corporate Quality Award for the implementation of Statistical Process Controls.
General Electric Company 1976-1989
Plant Manager, Lighting Division
Responsible for the manufacture of lamp filaments in two Ohio union plants of 500 people total.
Restructured operations and increased output by 20%.
Utilized process quality monitoring to decrease scrap by 20%.
Implemented Lean storyboard techniques for problem solving teams.
Manager of Manufacturing Operations, Medical Systems Division
Developed and initiated mobile magnetic resonance system testing in the United States.
Accomplished transition plans for machine transfers to the U.S. for mobile magnetic resonance installations.
Implemented and executed a business turnaround through the resolution of output, inventory, and severe quality issues resulting in a profitable business. Implemented Lean factory metric reporting.
Implemented inventory reductions with Danish and American suppliers realizing a 35% decrease in WIP and Finished Goods.
Manager, Production and Service, Medical Systems Division Cleveland, OH
Managed closedown and integration activities following the purchase of Technicare Corporation in Cleveland, Ohio. Directed 250 manufacturing and service personnel in inventory and facility dispositions, personnel placements, relocation of product lines to Milwaukee, WI and completing manufacturing requirements.
Various Management and Engineering Positions at General Electric
Manager, X-ray Product Quality, Milwaukee, WI
Manager, X-ray Staging and Test, Milwaukee, WI
Manager, Assembly Quality, Milwaukee, Wisconsin
Manager, Product Availability & Inventory Control, Milwaukee, WI
Manager, Shop Operations, Detector Manufacturing, Milwaukee, WI
Project Leader/Supervisor, Detector Manufacturing, Milwaukee, WI
Manufacturing Management Program Assignment, San Jose, CA
Manufacturing Management Program Assignment, Louisville, KY