George Barry Sanders 2025 South Wind Cove Dyersburg, Tennessee 38024 (864)710-3253 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. Demonstrated managerial abilities in uni on and non-union settings. Experience in project management, electronics, PLC, s tamping, blow molding and injection molding. Results driven professional that bu ilds organizational success through the development of strong team approach for outstanding short term and long term results. * Operations and Plant Management Budget and Capital Responsibility * New Plant Start-Up Project Management * Lean Manufacturing/Cost Reduction Strategies ing PROFESSIONAL EXPERIENCE 2008 - Present Duke Energy Nuclear Oconee, SC Instrument & Controls Manager 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. 2007-2008 Cadence Innovation LLC Nicholasville, KY 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. (Company Sold to Toyota in 20 08) Key Achievements * Reduced inventory by $750K in just 4 months * Improved labor efficiencies by 35% in just 3 months thru Kaisen 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 * Project manager for $500K electrical service and transformer upgrade. Successf ully complete in less than 7 days 2007 - 2007 Plastech Shreveport, LA Plant Manager Plant manager responsible for all phases of plant operations including full P&L responsibility for $29M, 200 person union manufacturer of automotive decorative trim parts for the Hummer. Led this young team of motivated individuals in plan t turn around by diversifying plant sales. This included multiple customers from supply base of GM and Nissan. We used a variety of PAB job boards and focused * P & L/ * * Team Build

manufacturing skills to improve plant performance by 200% in just first 90 days. (Plant Closed -company filed bankruptcy) 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. 2005 - 2006 Siegel-Robert Automotive Ripley, TN 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. (Followed Pres ident from Textron and he left after 1 year. All Textron people were cutback.) 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 800K DL and 250K in DL over previous year while taking on $10M in addit ional new business. * Launched new financial system (MRP) 2005-2006 changing operation to standard c ost system. * Achieved annual cost reductions for plant of over $2.5M. * Reduced inventory value by 50% while improving inventory turn by 50% and incre asing up time of critical assets to over 95% using TQM. * Served as project manager for 10M plating operation upgrade and refurbishment. This project included Electrical, mechanical and material. 1996 - 2004 Kautex Textron Troy, MI Director of Operations - North America 2003 - 2004 Responsible for technical support during planning and execution of all manufactu ring strategy. Supported all North American plants multi-year plans. During my tenure I served as project coordinator for all new equipment purchases and insta llations. Coordinated all best practice implementations at all phases of produc t life cycle to include sourcing and standardization of fuel tank finishing equi pment. Key Achievements * Part of executive staff that led Kautex into growth in sales of $100M with a p rofit 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 * Project leader for an annual capital purchase budgets that include equipment, installation and grounds in excess of $15M. Operations & Facility Manager - Lavonia, GA 2001 - 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 responsibilities included the supervision of 30 employees as well as departmental budgets and time lines. * 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 in a project manager role 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 process, MS project and other timeline tools. * Completed Green Belt Certification while leading a team of four program manag ers and engineers in their certification process. Process Engineer (New Products) 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. I was responsible for launching two new locations, in a project manager role. within the organization one in Mexico and one The United Kingdom. These e xpansion included building, infrastructure and equipment purchase and installati ons. Process Technician 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 assem bly and quality verification of the blow molded and injection molded reservoirs before packing and shipping to our customers. These customers included 100% of Chrysler, Blue Bird, Mac Trucks as well as second tier to Ford and GM. Handled

all PLC programming and implementation with a per project budget of approximatel y $500K. In a typical year this could be a total budget of roughly $4.0M. 1995 - 1996 Greenfield Industries Incorporated Clemson, SC 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. 1989 - 1995 Various Electrical/Electronic technician positions LICENSES AND CERTIFICATIONS South Carolina Journeyman Electrical License SIX SIGMA -Green Belt Certification EDUCATION * Master of Management - completion 2011 * BS-Management - 2009 * Associate Science: Industrial Electronics Engineering- 1992