Metals Industry Professional

JAMES H. BARCUS

***** ***** *****

PLYMOUTH, IN *6563

HOME 574-***-****

CELL 847-***-****

*********@*******.***

PROFESSIONAL SUMMARY

Senior Management Team Member-Thirty years of leadership experience in manufacturing organizations in the positions of Vice President, General Manager, Plant Manager, Production Manager and Maintenance Manager; Leadership strengths include team building and career investor development, strategic business planning and executing programs for all phases of the operation; Business analyst skilled in assessing operations position, equipping the organization with tools for a turnaround and growth, and developing benchmarks to measure performance; Diverse operational experience extends to finance/accounting, purchasing/materials management, logistics, QA/QI, HR, information systems, sales, and key account service; Expertise in budgeting, cash management and cost controls

PROFESSIONAL EXPERIENCE

November 2007 to Present

SCOTT BRASS, Cranston, RI

Vice President of Operations

· Direct supervision of three Plant Managers, Quality Director and Director of Transportation managing three cast, roll, anneal and slit facilities for copper and brass strip products and Mitchell Eddy Trucking transporting finished goods to customers and materials between facilities

· Facilities are union and non-union with a total of 175 employees

· Responsibilities included activities to manage Lean Manufacturing, budgets, cost control, quality planning, quality assurance, production planning, production plan execution, productivity, safety, environmental, inventory management, and traffic management

· Report directly to the President

· Leadership Team member

Highlights

· Profit improvement: Identified unmeasured rework cost associated to failed processing and established measures for identification of root cause and corrective action

· Operational enhancements: Resurrected failed Lean effort at the Mishawaka, IN facility

· Managed operations transition to new information system

· Negotiated labor agreement at Cranston facility without a work interruption and within established company goals

· Reduced operations labor totals by 6% while maintaining production output levels

February 2007 to November 2007

NATIONAL STANDARD, Niles, MI

Maintenance Manager

· Direct supervision of two salary maintenance team members and thirty eight hourly union maintenance team members’ activities to support safety, quality, productivity, asset performance and asset preservation of a 500,000 square foot facility converting carbon and stainless steel to cold drawn and coated weld wire products

· Report direct to the Vice President & General Manager-Leadership Team member

Highlights

· Profit improvement: Improved proprietary product processing with an end result of output increases that allowed reduction of one shift of labor and processing and yielded a reduction of product test failures of 85%

· Operational enhancements: Introduced failure analysis and corrective action program, resurrected work order/planning software, introduced 5S to maintenance departments, established daily,

· weekly and monthly team information meetings to communicate safety, projects, project status, department performance and communicate areas for improvement

· Established project planning procedure, shutdown planning procedure and critical breakdown response procedure

· Cost control: Utilized failure analysis and corrective action to reduce three reoccurring failures at a cost of $20,000.00 to correct and an annual savings of $115,000.00

July 1988 to February 2007

TAUBENSEE STEEL, Wheeling, IL

General Manager (December 1999 to February 2007)

Production Manager (July 1988 to December 1999)

· Direct supervision of eight salary team members and eighty union hourly team members activities to manage safety, environmental, quality, productivity, human resources, inventory management, traffic management, maintenance management and operations scheduling activities for a 165,000 square foot facility converting carbon steel to cold drawn wire and cold drawn steel bar

· Dotted line responsibility for customer service, sales, purchasing and accounting functions

· Report direct to the President-Member of Core Team

· Charter member of the Quality Steering Committee-Management Representative for quality registrar

· Full responsibility for operating budget creation and execution-P&L responsibility as a member of Core Team

· Company representative for industry associations

Highlights

· Profit improvement: Implemented Lean practices to identify and reduce waste

· Delivered solid verifiable profit increases on behalf of all employees ranging from 3% to 8%

· Delivered profit every quarter since 1988

· Cost control: Captured significant savings through process improvements and cost controls-cumulative total reflects a hard dollar savings in seven figures

· Operational enhancements: Introduced innovations that took the shop floor from a manual recording and control system to a computer based system that eliminated product identification errors and mixed grade steels

· Management-labor relations: Assembled competent salary and union hourly teams

· Lead negotiator for labor contracts with four successful contracts completed with no work interruption and all within established economic goals

November 1984 to July 1988

GLASS TEMPERING OF CHICAGO, Addison, IL

Plant Manager

May 1982 to November 1984

HOYNE INDUSTRIES, Cicero, IL

Production Manager (September 1982 to November 1984)

Production Supervisor (May 1982 to September 1982)

1975 to 1981

PULLMAN STANDARD COMPANY, Chicago, IL

Production Control Supervisor (1980 to 1981)

Production Supervisor (1976 to 1980)

Quality Control Inspector (1975 to 1976)

TRAINING

Lean/Six Sigma Training-Villanova, Summer 2007

Lean Implementation Training-Granite Bay, Fall 2004

Cellular Manufacturing Training-Wright State, Fall 1996

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