BARRY WILLIAMSON

275 Sumption Drive

Gahanna, Ohio 43230
Cellular: 614-804-1321
bwilliamson2000@yahoo.com

PLANT OPERATIONS * PRODUCTION MANAGEMENT

Record of Exceeding Expectations ... Achievement-Oriented Career ...
Business & Industrial Technology Education
Skilled in production management including 7 years of tier one
leadership in automotive parts manufacturing environments. Certified
in Lean Manufacturing with comprehensive knowledge of production
methodology, workforce development and empowerment, and safety
directives. Strong communicator with executive, colleagues, clients
and staff; career includes successful relationship building with
diverse network of professionals.

AREAS OF STRENGTH & EXPERTISE

* OSHA Compliance
* P&L Responsibility
* Project Management
* 5S Philosophy
* Kanban
* Kaizen Events
* Union Negotiations
* Employee Relations
* Contract Negotiations
* Quality Control
* Time Management
* Productivity Improvement
* Staff/Union Oversight & Development
* Toyota Production Systems
* Manpower/Production Forecasting
* Government/Military Compliance
* OSHA Regulations/EPA Regulations
* Budgeting & Expense Reports
* Union-Free Management
* Strategic Planning & Initiatives
* Policy/Procedure Development
* Contract Review/Recommendation
* Startup/Turnaround
* Recruiting/Staffing
* Inventory Management
* Plant Reorganization
* Lean Manufacturing
* ISO 9000 and QS 9000
* Production Engineering
* Expense Control
* C/N/C and N/C Machines
* Performance Evaluations
* Vendor Negotiations

CAREER HIGHLIGHTS
* Appointed by VP of North American Operations as point-person to
spearhead launch of assembly plants with new product lines supplying
Big 3 automotive manufacturers; seamlessly started new assembly
facility in Oberlin, Ohio and received accolades from customer, Ford
Motor Co. Production Manager ... Johnson Controls
* Rapidly progressed to responsibility for Ford Econoline Van
seating production line operations and ultimately appointed to co-
coordinate ground-breaking new assembly facility in Oberlin, Ohio;
originally hired in as 2nd shift superintendent overseeing JIT
interior trim/seating assembly operations. Product Line Manager ...
Johnson Controls
* Turned around underperforming plant to Top 3 performance ranking
(out of 18 plants) within 2 years; resolved issues stemming from lack
of accountability, quality, safety, communications and supervision.
Operations Manager ... Simmons Company
* As 5th leader in 7 years, took plant from break even to $7.5
million on $57 million gross sales; increased profitability from $4.5
million to $6.7 million in 12-month period and improved profitability
from 6.5% ROI in 2000 to 11.1 % ROI in 2001 and 10% in 2002.
Operations Manager ... Simmons Company
* Increased operating profits to more than $4 million in 1999 and
set operating income records eclipsing 20% after assuming plant with
operating loss in 1996; brought plant to profitability via knowledge
of Lean and Toyota Production System, 5-S and Kaizen continuous
improvement programs along with extremely close watch on waste
affected by scrap, rework, poor productivity and poor quality. Plant
Manager ... Crown Divisions
* Fast-tracked to full-time front-line supervisor, responsible for
scheduling main assembly line, within 1 month of 3-month temporary
period; after promotion, set plant records for uptime amidst
extremely fast-paced environment by developing solid team of 50 truck
axel assemblers focused on pursuit of continuous improvement.
Production Supervisor ... Rockwell International
* Recipient of numerous Voice of Customer awards, via customer
surveys and Associate of the Month (in current part time position)
for making recommendations, and enhancing efficiency of associate
scheduling function and personalized customer service. Building
Materials Associate ... Home Depot

PROFESSIONAL EXPERIENCE
BW PROPERTIES & IMPROVEMENTS ... Gahanna, Ohio 2003 to Present
Full service general contracting firm offering full lifecycle of
residential repair, rehabilitation and enhancements.
Project Manager
Directed start-up activities of small remodeling firm. Responsible
for business development activities including marketing, cost
estimating, sourcing and securing subcontractors. Gained clients from
referrals and completed projects ranging from fixture installation to
comprehensive remodeling projects.
Utilize strong manufacturing background to assess and control waste
associated with projects (i.e. labor, material, and call backs)
Recognized as a "do it right the first time" and attention to detail
service provider.
* Rescued private homeowner (following house fire) from fraudulent
contractors. Learned of fire during volunteer work with Red Cross.
Owner fell victim to contractors requiring monies up front and never
initiated or rendered any work. Personally rebuilt all inclusive
areas of home (framing, windows, siding, plumbing, flooring, drywall,
kitchen and bath). Owner approved work and after several months was
able to take up residence.

SIMMONS COMPANY ... Grove City, Ohio 2000 to 2003

Second-largest bedding manufacturer in United States; privately held
company employs more than 2,500 people and operates 18 plants in U.S.
and Puerto Rico. Operation was 1 of 18 plants nationwide and 2nd
highest in sales.
Operations Manager
Administered entire scope of operations and profit/loss outcomes
throughout $60 million, 180,000 square-foot facility supported by
approximately 240 union employees (facility served 6 Midwest states);
brought in to turnaround performance and improve operating culture
throughout production floor. Developed and administered capital and
operating budgets.
Direct reports included supervisors and management throughout
production, quality, shipping and receiving, purchasing, customer
service, and HR; circulated floor to oversee and ensure productivity
expectations, expense controls, quality output, equipment/facilities
maintenance, safety/sanitation/security, shipping/delivery and
inventory. Maintained positive customer communications to
troubleshoot and resolve issues; monitored and developed action plans
to address service and quality issues.
Recipient of Letter of Commendation from CEO and executive
leadership for "going above and beyond the call of duty amidst
company crisis." Received "exceeded expectations" on all performance
reviews.
* During tenure, plant set operating income records with
percentages at 21% for several months; brought accountability,
quality, safety, communications and supervision elevating plant to
3rd place ranking out of 18 plants.
* Improved on time delivery to 97% from 60% via development of
scanning procedures; customer delivery improvements ultimately
resulting in elevated customer satisfaction.
* Reduced 2001 incident rate more than 36% over 2000; facilitated
reduction after working with Bureau of Workers' Compensation on
testing/survey of safety perception and received $50,000 grant from
BWC to improve ergonomic opportunities throughout operation.
* Facilitated progression of operations with implementation of 5S
Philosophy (Sort, Set In Order, Shine, standardize and Sustain -
Essential in Lean Manufacturing Structure); also implemented one
piece flow versus batch system.
* Reduced Workers' Compensation costs approximately $75,000 through
proactive safety team and effective claims management working with
Human Resources.
* Launched zero waste directive resulting in $1 million saved in
2002; also saved thousands of dollars by visually posting relative
costs of raw materials to create awareness of daily waste volume and
led sorting through trash to monitor and post disregarded materials
on daily basis.
* Contributed to negotiations of Union contracts with 2 different
organizations, recruited and hired new Human Resource Manager and
Quality Manager, and developed succession plans for workforce.
* Improved productivity via implementation of "100% accountability
100% of the time" for production performance; directed supervisors to
address and resolve issues previously un-enforced with
underperforming employees.
* Reduced operations costs and waste by operators hitting
performance goals and eliminating scrap, rework and non-value added
personnel claiming overtime; reduced non-value added personnel by 10%.
* Spearheaded implementation of state of the art loading system,
notable capital improvement project and first throughout company
network of plants; results included reduced injuries (stemming from
labor-intensive truck loading) and headcount resulting in return on
investment within 1 year.

CROWN DIVISIONS ... Wooster, Ohio November 1998 to July 2000

Sheet metal fabrication facility specializing in welding, painting
and assembly of product supplying Big 3 automotive manufacturers as
well as telecommunications industry.
Plant Manager
Oversaw operations and administered $50 million profit/loss
performance in 225,000 square-foot tier one lean manufacturing
facility supported by 325 unionized hourly and 25 administrative
associates; hired, mentored, staff and directed management throughout
manufacturing, quality assurance, research & development/tool and
die, materials, maintenance, and paint line systems departments.
Responsible for budgets and capital expenses; worked in concert with
purchasing and financial departments. Supervised production, quality,
research & development, ISO 9000, QS 9000 and NQA audits, supply
procurement, shipping and facilities maintenance; also performed
plant re-engineering and vendor sourcing. Contributed to JD Edwards
conversion led by CFO.
* Amidst business growth and increased production demands, hired
and trained 75 associates (bringing total to 325) in 6-month period;
also established standards for new hires.
* Successfully guided plant through QS & ISO 9000 compliance
subsequent to departure by quality manager; at time of hire, plant
was going through QS9000 audit and immediately drafted procedures and
policies vital to certification. Pivotal in 3 successful ISO 9000, QS
9000 and NQA audits.
* Appointed by president to attend University of Tennessee,
recognized in top echelon nationwide for lean manufacturing colleges;
education facilitated implementation of lean/cellular manufacturing,
one piece flow systems and several innovations to aid production.
* Purchased/leased new equipment valued at $2.5 million and
developed cells resulting in $.23 per piece and average cost
reduction of 10 different SKU's as well as reduced headcount; trusted
by company president to spec, purchase and install equipment.
* Saved company $100,000 in 1 year in by effectively reviewing all
PO's and obtaining quotes from several maintenance supply vendors.

VENTURE LIGHTING INTERNATIONAL ... Solon, Ohio

July 1996 to November 1998
Industrial lighting manufacturer specializing in metal halide
lighting.
Production Manager
Directed production throughout 100,000 square-foot facility,
generating more than 3 million pieces annually; responsible for $125
million profit/loss activity, $200,000 annual operating budget and
oversight of diverse workforce comprising 125 hourly non-union
associates (including supervision of 2 production supervisors and 3
lead technicians). Hired and managed staff, participated on Peer
Interview Team and coordinated employee training programs. Managed
production scheduling and performance, employee relations, continuous
improvement initiatives, quality control, research and development,
prototyping, testing of new products/improvements.
Previously served as Production Manager, Johnson Controls in
Oberlin/Strongsville, Ohio (1993 - 1996); Industrial Engineer and
Production Supervisor with Rockwell International (Tier I axle
manufacturer) in Newark, Ohio (1988 - 1993).

EDUCATION AND PROFESSIONAL DEVELOPMENT

ASHLAND UNIVERSITY ... Ashland, Ohio
Candidate: Master of Business Administration, 2012
MOREHEAD STATE UNIVERSITY ... Morehead, Kentucky
Bachelor of Science in Industrial Technology, 1987 (GPA 3.2)

Keywords:
Plant Manager, Operations Manager, Vice President of Operations