Manoug Barsoumian Email & Phone Number

GM of USA entities

Merged the commercial distribution unit with the manufacturing unit, successfully attained ISO9001:2015 re-certification, restructured and trained production operations and front office, hired and trained a new Plant Manager. My role was quickly expanded to Global Continuous Improvement Manager. Sliding Bearing Manufacturing / a short term turn around project with venture capital group.

Introduced world class manufacturing in a medium size privately owned business.• Installed recycling systems and eliminated pollutants from entering the city water systems.• Installed capacity planning and pull KANBAN systems to increase floor space utilization and effectively reduced Lead times for key items to “0”.• Upgraded guarding and tool maintenance practices. Implemented operator PMs and restructured maintenance department reducing unplanned downtime from 55% to 5%. Achieved 78% OEE on key assets. Effectively more than doubled throughput achieving 85% increase in sales of perforated products in three years. Achieved 100% On Time Delivery.• Trained and promoted high potential individuals improving morale within. • Groomed, mentored and developed previously non-existent process owners for functional leadership and ownership of KPIs. Upgraded the quality system and transitioned to ISO9001:2015 standard and certification.• Improved margins through process improvements of aluminum and stainless-steel scrap recovery systems.• Turned around the core competency value stream from ½ Million-dollar loss to ½ Million-dollar profit.• Developed and implemented transformational forward-looking business plans that resulted in reversal of plans to move or close the plant to $5 million capital equipment expansions and upgrades.• Installed numerous capital equipment and upgraded plant layout of both Perforation and Fabrication for flow.• Developed meaningful KPIs in alignment with the strategic plan.• Paid out profit sharing for the first time in its history since its acquisition.Effectively changed the overall conversation from operational nonperformance issues to focus on market penetration to improve equipment utilization and fill access capacities (gained). I was recruited to implement similar measure in headquarters in Pennsylvania and mentored the plant manager there.

History: February 2012 to Sept 2013• Consultant: Implementation of AX System ERP/MRP and Supply Chain ManagementHistory: May 2011 to Febr 2012• Consolidation of the Materials Group and Co-chair ERP/MRP instaltion project.• Direct the Lean Six Sigma team through strategic business plan of continuous improvements targeting activities that inhance operational performances in support of market penetration strategies.• Oversight of Operations at TubeDec• Implemented Pilot FMEA.• Special Projects: Mentorship & Implementation of Best Practices @ SANCOA• Implementation of ERP, Supply Chain Management, & Champion KANBAN Pull Systems.History June 2008 to May 2011 :Director of Operations TubeDec•Strategic Business Planning/ 30% + Growth•Lean/ Mistake Proofing and "0" Defect Methodology/ Six Sigma/ Implementation & Development. APQP Process Implementation.•Installation & Implementation of ERP system.•Core Competency/ Marketing/ Sales and Operations Planning/ Allignment of Strategic Business Plan with Operational and Capital Projects.•Full P&L and Budget responsibility.•Performance Management, Business Continuity/ Middle Management Development/ Mentoring & Succession Planning•Creative Thinking & Operational Excellence •Visual factory/ High Velocity Manufacturing & Supply Chain Management

Improved margins by 30% streamlined operations, resolved bottlenecks, implemented rough cut and finite capacity planning methodology within 60 days, while implementing a self-sustaining Continuous Improvement process. Three months from starting date my role expanded to implementing similar measures in the parent division at SANCOA Intl. Numerous pilots implemented. I planned my own succession and co-chaired installation of ERP system with IT. After departure I continued as a consultant for ERP installation.Achievements• Director of Operations TubeDec: Mentored the engineering team in implementation of pilot PFMEA and eliminated catastrophic failure modes that plagued P&G, Johnson & Johnson and Laurel’s product lines.• Directed the Lean Six Sigma team through strategic business plan of continuous improvement projects resulting in doubling throughput of extrusion, 30% increase in heat sealing operations and 50% inventory reduction in support of market penetration strategies.• Revamped sales and operations planning, coordinated efficiency and capacity gains from CIs with capital equipment acquisition. Redirected $ 3 Million dollars from TubeDec to SANCOA improving incoming raw material quality supplied by SANCOA (parent printing co.) to TubeDec. Achieved 30% + growth through APQP implementation and successful launches.• Piloted Lean/ Mistake Proofing and "0" Defect Methodology/ Six Sigma/ Implementation & Development and implemented APQP Process.• Reduced month end financial statement preparation lead time from 30 days to 3. • Consolidated the Materials Groups (SANCOA & TubeDec) and Co-chaired ERP/MRP installation project with IT.• Special Projects: Implemented Best Practices @ SANCOA and drafted CI strategic business plans.• Implemented ERP, Supply Chain Management, & Championed KANBAN Pull Systems in both plants.• Consultant at the end of my employment to assure successful completion / Installation / implementation of the AX ERP/MRP System.

GGB NA (Division of ENPRO, GOODRICH), Thorofare, NJ (Self Lubricated Bearings) 2000-2008 Plant Manager Metal Backed Bearings: Hired as Focus Factory Manager of one of three Focused factories and advanced to Plant Manager within 2 years. Facilitated cross functional events to identify short term, midterm and long-term efficiency opportunities. Established refined and supported tracking of KPI data for efficiency improvement initiatives and targets. Chaired and developed chairs for Continuous Improvement Teams and drove lean implementations prior to corporate driven conglomerate wide initiatives.Achievements• Installed explosion proof mush processing lab, implemented PPE requirements and conducted plantwide monthly audits for safety. Conducted JSA evaluations, authored reports and trained staff to same.• Attained HAZWAPER incident commander status and conducted plantwide drills.• Achieved “0” recordable from high “lost time” track record of the company due to historic exposure to asbestos and continued use of lead in production.• Initiated APQP process where none existed before.• Used PARETO strategies to define and implement a strategic business plan that drove effectiveness, impact and cost saving. Successfully eliminated all air shipments associated with late delivery.• Generated the largest cost savings in the history of the company during the first year ($850 K). Quickly advanced to Plant Manager position (eventually exceeding ($3 Million/ yr. in cost saving). • Recognized by Ford Motor Company’s Auditors for implementing innovative process for quality as a “Global Best Practice” in a Lean/ six sigma environment with “0” defect methodology. • Drove in process monitoring system installation in the impregnation lines achieving Best in Class Core Competency among all Global GGB bearing entities.

Thorofare, New Jersey, Us

• As a result of the previous bullet, the plant attained “Global Prime Supplier” status edging out the previous global prime supplier in France and supplied Slovakia, Brazil, Germany and China with coil. • Drove root cause corrective actions resulting in scrap reduction from 13% to 2.5%. Resolved plantwide Bronze contamination through analysis and root cause corrective actions.• Systematically implemented OEE improvements through PMs, Process upgrades, SMED and optimum tooling initiatives.• Used SMED strategies for the low volume high mix P&M value stream and cellularized operations.• Used Optimum tooling initiatives for the high-volume slide forming value stream doubling run rates from 110 strokes to 220+ strokes an hour cutting run times in half.• Implemented Pilot KANBANs for high margin compressor customer Copeland and delivered on 100% OTD delivery requirement and annual demand forecasts fluctuations of 30%. Achieved 52 inventory turns for the group.• Rolled out the KANBAN project plant wide and into the supply chain.• Traveled globally and championed exchange of technology and global standardization. Selected by the Global Business Manager to drive the Suzhou, China startup plant layout, and hosted the corporate Black Belt Training programs. Drafted Job descriptions and raised the standards for planners to APICS CPIM certification and Focus Factory Managers to Black Belt certification, mentored Focused Factory Managers to draft budgets and business plans in alignment with corporate strategic and business plans. • Justified and introduced straight side presses for high precision GM items which was a new technology for GGBNA.• Achieved 18% net margins, 15 inventory turns and 15% annual growth ($70 Million at departure). • Due to success of execution, we doubled our capital investments from $1.5 Million to $3 Million in 2006. While France lost their allocation.

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COLE HERSEE CO., Boston, MA (Electric and Electronic Switches for Transportation Industry) 1996-2000: Primary Operations Manager: High mix low volume operation of two plants (primary and assembly).• Turned around the Primary Operations: Introduced and implemented Lean methodology in the Primary Operations resulting OTD improvements from 0 to 96%, Lead time reduction of KANBANed items to “0”, Improvement of KANBANed inventory turns by 300%.• Transformed planning functions from batch mode to one-piece flow methodology, implemented enterprise-based die maintenance methodology and liaised with IT on Y2K, implemented point of use storage of KANBANs and dies minimizing warehouse handling.• Restructured the engineering department. Implemented reverse engineering technologies and revamped all high usage dies, renovated and revamped machine shop and die maintenance operations.• Eliminated mechanical presses and revamped the plant lay out for flow and safety, facilitated SMED teams, introduced new Poka-Yoke die design concept to the team achieving 75% improvement in 1st pass yield. As a result, the teams achieved improvements of change over from 14 hours to 2.5, setups from 8 hours to 1 and 150% improvement in throughput. Achieved $1.5 million in cost saving in the first year.• Partnered with MIT Sloan school (3 year project), converted assembly operation from batch mode to 29 cells and retooled the same. Showcased the plants to industry and conducted plant tours. Obtained Lean Production System Design certification from MIT/Sloan. Hired and trained my replacement.

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Additional Roles:President and Managing Partner KB Designs Inc: Left Brown & Sharpe Mfg. to help turn around troubled family business. Successfully grew the subcontract business at sustained 15% annual rate in an industry that was shrinking by 10%. Vertically integrated it to full manufacturing and advanced to president and managing partner position.Supervisor of Precision Tool Assembly at Brown & Sharpe MFG: Upon graduation from college I joined Brown & Sharpe (1200 employee plant at Precision Park) as an Apprentice Machinist (a requirement at the time for all management). Graduated the three-year program in two years (training included all machining operations with associated academic requirements, Machine Tool Division Assembly, Heat treating, the Foundry, and Keystone Cutter division). Successfully attained assignment to the coveted Precision Tool Assembly department as supervisor (products included micrometers, Verniers, Straight Edges, Height Gauges, Joe blocks, magnetic blocks and tool holders). Immediately recovered accumulated reject components at assembly and assisted supervisor of Validator CMM assembly.

Bs, Industrial Technology, Mechanical Engineering Minor

Master Of Business Administration (Mba), Business, Management, Marketing, And Related Support Services

Mba, Marketing/Management 30 Of 36 Credits Completed

Technical Certifications, Certified Machinist Tech, Iso 9000 Lead Auditor, Novell Network Eng, Lean Production System Design