GEORGE BARRY SANDERS

2025 SOUTHWIND COVE

DYERSBURG TN 38024
(731) 285-3134 Home
(864) 710-3253 Cell
E-mail: bs952de4@westpost.net

SUMMARY
Experienced, proven professional with exceptional strengths in plant and corpora
te environments. Strong leader with proven results in corporate deliverables usi
ng disciplines in JIT, KanBan and continuous improvement activities such as Six
Sigma, 5S and Kaisen. Skills that have led to two different plants being select
ed Industry Week's Best Managed Plants in three years. Demonstrated managerial
abilities in union and non-union settings. Results driven professional that bui
lds organizational success through the development of strong team approach for o
utstanding short term and long term results.
Experienced In:
* Operations and Plant Management
* New Plant Start-Up
* Lean Manufacturing/Cost Reduction Strategies
* P&L/Budget and Capital Responsibility
* Project management
PROFESSIONAL EXPERIENCE
DZ Atlantic
I & C Technician
Assigned as a contract employee to Duke- Energy Maintenance Oconee Nuclear plant
. Responsibilities include:
* Nuclear Safety
* 600V AC system maintenance and repair
* DC batteries for emergency services
* Instrumentation
* Process heating element trouble shooting and repair.
Cadence Innovation LLC (Assigned to Jackson Plastics Plant, Nicholasville, KY)
977 East 14 Mile Road
Troy MI 48007
October 2007-October 2008
Plant Manager
Plant manager position of a $30 Million business employing 400 responsible for a
ll phases of plant operations including full P&L responsibility. This is a non-u
nion manufacturer of injection molded automotive interior trim products. This p
lant supplies Toyota, General Motors and Chrysler.
Key Achievements
* Reduced inventory by 750K in just 4 months
* Improved labor efficiencies by 35% in just 3 months thru Kaison and production
improvements
* Turned company's first profit in 3 years in first 6 months in plant
* Reduced material cost by 25% in 1Q
* Doubled inventory in 60 day window
* Removed plant from top focus in first 60 days
Plastech
9630 Interport Drive
Shreveport LA 71118
February 2007-September 2007
Plant Manager
Plant manager is responsible for all phases of plant operations including full
P&L responsibility for $29M, 200 person union manufacturer of automotive decorat
ive trim parts. Led this young team of motivated individuals in plant turn arou
nd by diversifying plant sales. This included multiple customers from supply bas
e of GM and Nissan. We used a variety of PAB job boards and focused manufacturi
ng skills to improve plant performance by 200% in just first 90 days.

Key Achievements
* Restructured plant floor to "Focused Factory" team that resulted in labor redu
ction of 25% DL and 10% in IDL over previous year while taking on $5M in additio
nal new business.
* Removed Saturday and weekend work by implementing daily production meetings an
d shop floor metric monitoring by middle managers hourly using PAB/COB boards.
* Doubled inventory turns from 9 to 18.
* Reduced quarterly inventory variances to less than 1% by improving production
reporting and labeling using job spot on demand printing.
Siegel-Robert Automotive
2483 Highway 209 North
Ripley TN 38063
May 2005-August 2006
Plant Manager
Responsible for all phases of plant operations. Full P&L responsibility for $63
M, 400 person manufacturer of automotive decorative trim parts. Led team of mot
ivated individuals that brought plant back from a $1.5 million deficit of manufa
cturing profit in 2005 to exceeding all financial target goals for 2006. Led Ri
pley, Tennessee Plant to being awarded Industry Week Best Plant top 25 for 2006.
This was the second plant in three years to receive this award.
Key Achievements
* Industry Week's Best Managed Plant Top 25 for 2006
* Restructured plant floor to "Focused Factory' team that resulted in labor redu
ction of 24%DL and14% in *DL over previous year while taking on $10M in addition
al new business.
* Launched new financial system (MRP) I 2005-2006 changing operation to standard
cost system.
* Achieved annual cost reductions for plant of over $2.5M.
* Reduced inventory value by 47% from $4.3M to $2.2M in 16 months, while improvi
ng inventory turn by 50% and increasing up time of critical assets to over 95% u
sing TQM.
* Served as project manager for 10M plating operation upgrade and refurbishment
Carry-On Trailer
159 Industrial
Montross VA 22520
October 2004-January 2005
General Manager Virginia
Responsible for all phases of plant operations for two plants in the state of Vi
rginia. Plant produced trailers for Lowes and Tractor Supply. Virginia plants
were responsible for 1/3 of all Carry-On sales.
Key Achievements
* Implemented level loading manufacturing techniques to a seasonal business. P&
L responsibility for $10M in assets for a $30M business.
* Implemented standard work on shop floor.
* Instituted 5S, lean manufacturing techniques used in automotive manufacturing
operation for an increased daily output of 5%.
Kautex Textron
750 Stevens Highway
Troy Michigan
Director of Advanced Manufacturing Kautex North America
April 2003-June 2004
Responsible for technical support during planning and execution of all manufactu
ring strategy. Supported all North American plants multi-year plans. Coordinat
ed all best practice implementations at all phases of product life cycle to incl
ude sourcing and standardization of fuel tank finishing equipment.
Key Achievements
* Part of executive staff that led Kautex into growth in sales of 26% with a pro
fit increase of 57% while increasing ROIC by 6.5%.
* Implemented, enforced and managed standard work on all newly purchased equipme
nt used for the machining of plastic fuel systems to achieve a first run capabil
ity of better than 90%.
* Served as project manager and liaison for corporation for all capital and equi
pment purchases and upgrades.
Kautex Textron
Highway 17
Lavonia Georgia
Operations Manager
2002-2003
Responsible for plant sales of $50 million and entire 300 person work force. Di
rectly responsible for OEE, machinery, equipment and shop floor management. Led
team that introduced co-extrusion blow-molding to the Lavonia site. This proje
ct introduced a new customer in Mercedes Benz and a new commodity in plastic fue
l tanks. Today the site has three fuel tank machines and four new customers.
Key Achievements
* Plant received Industry Week's Best Managed Plant award for 2003. This was ac
hieved by implementing a very intensive team approach using a self-directed work
team to lead continuous improvement activities using, Kaisen, Blitz to improve
output efficiencies and reduce exempt salary supervision by 50%.
* Launched new co-extrusion blow molding process into single layer culture. Hir
ed and trained entirely new work force to receive process and machinery from sis
ter location in Indiana in three month period. Coordinated the transfer and lau
nch of $100M fuel tank in George with seamless transfer to Mercedes Benz while n
ever missing a vehicle.
* Decreased downtime and output efficiencies by the use of Visual Factory manage
ment (Operator boards) and electronic scanning of production reporting using "Bl
ack Hawk" MRP systems.
* Improved OEE (overall equipment efficiency) by 20% since implementation the pr
evious year to reach a world class bench mark of 85%.
* Successfully reduced lead time for finished goods from 4 days to 36 hours from
receipt of order to shipment by increasing up time by using TQM by the entire m
anufacturing team both salary and hourly.

Facility Manager
January 2001-September 2003
Responsibilities included the supervision of eleven to fifteen employees as well
as departmental budgets and time lines. During my tenure as facility manager i
t was my responsibility to manage a 100,000 square foot expansion to the Lavonia
site.
Key Achievements
* Led facility maintenance group to the repair and up keep of 15 blow-mold machi
nes and 22 injection machines. Had full budget responsibility for the maintenan
ce department in excess of $5M annually.
* Served as general contractor/ project manager for a 100,000 square foot expans
ion to the Lavonia site for plastic fuel tank addition to operation. Scope of p
roject 10M expansion of building and capabilities. The entire project was on bud
get and ahead of schedule.
Manufacturing Engineering Team Leader
1999-2001
Responsible for all engineers in New Products Department managing all budgets, t
ime lines and process sign offs (PSO) for all washer bottle projects for all cus
tomers.

Key Achievements
* Identified, built and launched new washer bottle manufacturing location for bu
siness in Buenos Aries, Argentina for customers Renault and Triumph. Served as
general contractor for the shipping and set up of all capital equipment and inve
stment in Brazil. Integrated newly purchased washer supplier from Hengoid, Wale
s into Kautex. Launched three new programs into Wales operation while using Lea
n and 5S to turn Hengoid operation into a one piece flow JIT factory.
* Launched 8-10 new programs in washer business each year that received 100% on
time PPAP with all customers DCX, GM, Ford, Mercedes Benz and Honda using APQP p
rocess. Completed Green Belt Certification while leading a team of four program
managers and engineers in their certification process.
* Managed multiple budgets as project manager for new program launches in excess
of $100K each.
Process Engineer (New Products)
September 1998-1999
Responsibilities included prototyping and design of all tooling associated with
the manufacturing of automotive washer systems. Assisted manufacturing team wit
h continuous improvements of the tooling and process needs. Directed and manage
d all budgets, time lines and personnel. Created and maintained all electrical
and pneumatic schematics pertaining to process tooling. This included all PLC p
rogramming as well as the review and approval of all safety implementations and
changes.
Process Technician
September 1996-1998
Responsibilities included the design, building and implementation of Automatic T
esting and Assembly (ATM) equipment for our Lavonia, Georgia site as well as our
Saltillo, Mexico and Hengoid, UK plants. This included project launch training
for maintenance and production personnel. This equipment is used in the assemb
ly and quality verification of the blow molded and injection molded reservoirs b
efore packing and shipping to our customers. These customers included 100% of C
hrysler, Blue Bird, Mac Trucks as well as second tier to Ford and GM. Handled a
ll PLC programming and implementation with a per project budget of approximately
$100,000. In a typical year this could be a total budget of roughly $800,000.
Greenfield Industries Incorporated
Clemson Plant
P. O. Box 872
Clemson SC 29633-0872
September 1995-August 1996
Maintenance Electrician/Electronic Technician
Job duties included electrical/mechanical preventative maintenance, trouble shoo
ting and repairs. Also trouble shooting and wiring control circuitry and progra
mmable logic controllers.
Michelin Tire Corporation
P. O. Box 308
Sandy Springs SC 29677
July 1995-September 1995
Machine Operator
Torrington Company
West Union SC 29687
May 1994-July 1995
Maintenance Electrician/Electronic Technician
Northland Cable Television
615 North Pine St
Seneca SC 29678
August 1989-May 1994
Service Technician
LICENSES AND CERTIFICATIONS
Received a South Carolina State Journeyman Electrician License in 1995
Green Belt Certification
EDUCATION AND MILITARY EXPERIENCE
Bachelor of Science
Business Management
University of Phoenix
Dec ember 2009
Tri-County Technical College
P. O. Box 587
Pendleton SC 29670
Honor Graduate
May 1993
Associate Degree in Industrial Technology
Major in Industrial Electronics Engineering
United States Army
Enlisted 1984
Honorably discharged 1988
Achieved rank of Sergeant
Westside High School
806 Pearman Dairy Road
Anderson SC 29621
Graduated 1984