JAME S E. MCCO Y32300 Monroe Court, Apartment 101 | Solon, Ohio 44139 | (216) 310-4317 | jemramjr@gmail.com

SUMMARY

A highly accomplished and results-driven TOP OPERATIONS EXECUTIVE with extensive and diversified experience in Lean manufacturing that includes automotive, and consumer/diversified industrial products. Additional strengths in root cause problem solving, manufacturing best practices, instilling a culture of safety, and driving bottom-line improvement, world-class manufacturing, value stream mapping, supply chain management, continuous improvement, and materials management. Background and knowledge in Policy Deployment, Six Sigma, Kaizen, 5S, MRP, Toyota production system, TPM, SPC, Kanban, and JIT. A strategic, results-driven leader who creates high-performing teams that act with a sense of urgency and accomplishment to drive bottom-line improvement year over year.

EXPERIENCE

TARKETT INCORPORATED, Solon, OhioTarkett is a worldwide leader of innovative and sustainable flooring and sports surface solutions, with sales exceeding $2.5BilVice President of Operations, Tarkett North America, 2013-2015

Launched implementation and execution of world-class manufacturing principles based on continuous improvement methodologies across manufacturing platform of six plants (four in U.S. and two in Canada) to ensure achievement of corporate goals of safety, quality, delivery, and cost. Implemented SIOP process and improved quality culture.

Achieved $12.9Mil in cost-savings initiatives YOY (4.8% COGS) through implementation of world-class manufacturing. Drove 25% reduction in number of lost-time incidents YOY by focusing on work hazard assessments. Averaged 96% fill rate (6.8% increase YOY). Reduced plant controllable inventory (R/W) by 5% YOY through implementation of SIOP best practices. Decreased TNA cost of poor quality 21% YOY by implementing 5-Why root cause countermeasure processes.

GATES CORPORATION, Denver, ColoradoThe world’s largest manufacturer ($3.1Bil in sales) of power transmission belts and hoses for problem-solving applications.Vice President of Manufacturing, Gates North American Belts & Hose, 2011-2013

Drove strategies and action programs across manufacturing platform of ten plants (five in U.S., three in Mexico, two in Brazil) to assure highest levels of productivity/cost performance, service, quality, and safety. Championed safety culture change in Mexico facilities. Instilled high sense of urgency in Mexico facilities while top grading talent.

Reduced incident rate 21% YOY by focusing on job hazard assessments. Decreased total product cost 6.3% YOY through implementation of specialized work cells. Increased OP by 18% YOY through application of root cause countermeasure processes. Grew EBITDA by 22% YOY through application of root cause countermeasure processes. Boosted inventory turns by 5.6% YOY with introduction of SIOP best practices. Reduced cost of poor quality 48% YOY by utilizing 8-D and 5-Why problem-solving methodologies. Increased OTD 10% YOY by utilizing production-on-demand work centers.

Vice President of Manufacturing, Power Transmission North America, 2010-2011

Developed strategies and directed continuous improvement for six plants (four in U.S. and two in Mexico) to assure highest levels of productivity/cost performance, service, quality, and safety. Executed Toyota production system in all plants. Managed and controlled business capital and expenditures. Ensured production schedule met short and long-term sales forecasts.

Reduced incident rate 41% YOY through improved 5S and implementation of behavioral-based safety initiatives. Decreased total product cost 7.5% YOY through use of continuous improvement best practices. Grew OP 52% YOY by focusing plants on controllable operating key indicators. Increased gross margin by 7.3% YOY. Boosted inventory turns by 10.8% YOY through implementation of SIOP best practices. Reduced cost of poor quality 23% YOY through the use of 8-D and 5-Why problem-solving methodologies. Increased OTD 16% YOY by introducing specialized work cells.

James E. McCoy, Page 2

DANAHER CORPORATION, Gastonia, North CarolinaAn $8.5Bil international, U.S.-based manufacturer with leading businesses in Professional Instrumentation, Industrial Technologies, and Tools and Components.Platform PSI and T&L Leader, 2008-2009

Directed and drove results for production, sales, and inventory as well as transportation and logistics processes for ten plants. Responsible for inventory planning and improvement, PSI reconciliation and review with sales and marketing, interplant delivery audit, and policing and driving capacity planning. Drove cost out of supply chain by freight analysis and freight distribution.

Reduced air freight spending 28% YOY with introduction of SIOP best practices. Decreased truck freight cost spending 15% YOY by analyzing shipping trends and DC operations. Improved SKU-level forecasting 57% YOY by improving plant lead times and reliability. Implemented critical cell review to increase peak capacity by 9% YOY. Improved OTD for interplant delivery by 54% YOY, with implementation of Kanban and supermarket strategies.

Director of Operations, 2007-2009 (concurrent)

Oversaw and drove results for all areas of operations for three manufacturing sites. Established Lean manufacturing processes. Directed significant change with influx and transition of multiple product launches. Boosted operating profits for company. Created and drove safety, quality, delivery, growth, and cost metrics. Campaigned functional breakthrough in line with strategic objectives. Maintained world-class operations team. Drove completion of Lean conversion process.

Reduced manufacturing variances by $2,600,000 YOY through use of continuous improvement best practices. Increased inventory turns 32% YOY by introducing small-cell manufacturing. Grew plant productivity 14.5% YOY, with introduction of model cell design and proliferation. Reduced safety incident rate 72% YOY by improving job hazard and environmental assessments. Decreased COPQ and scrap 58% through use of 8-D and 5-Why problem-solving methodologies. Reduced customer late delivery fines 98% by reducing plant lead times and improving manufacturing uptime. Increased working capital 37% YOY by improving inventory turns and reducing obsolete/slow-moving inventory.

DELTA CONSOLIDATED INDUSTRIES (a DANAHER Company), Jonesboro, Arkansas Director of Operations, 2005-2007

Managed and drove results for all areas of operations (manufacturing, quality, materials, engineering, Lean manufacturing, human resources, finance) for two manufacturing sites. Implemented Lean manufacturing processes and managed significant change with influx and transition of multiple product launches. Improved operating profits for company. Developed and drove safety, quality, delivery, growth, and cost metrics. Drove functional breakthrough in line with strategic objectives. Maintained world-class operations team. Led supply chain management to include planning, sourcing, production, shipping/logistics, quality, and quantity objectives with other plants as well as vendors and customers.

Increased operating profit 212% by implementing manufacturing best practices and utilizing cellular manufacturing. Drove Lean conversion score from 17% to 71%. Boosted plant productivity 19% with introduction of specialized work cells. Increased working capital turns 71% by reducing excess and obsolete inventory. Decreased overall defect cost 53% by implementing 5-Why problem-solving methodologies. Reduced customer lead time 37% by utilizing dedicated work cells. Established maquiladora manufacturing plant in Juarez, Mexico.

ADDITIONAL EXPERIENCE

SNAP-ON INCORPORATED, Milwaukee, Wisconsin, Plant Manager, 2003-2005. Increased rolling six-month weekly shipping dollars 90%. Increased plant productivity 38%. Successfully negotiated new, five-year labor union agreement. Increased service level 31% within four-month time span. Boosted rolling six-month weekly plant inventory turns 43%.

AMSTED INDUSTRIES, Petersburg, Virginia, Director of Operations, 2000-2003. Successfully developed and executed restructuring plan to meet demands of severely depressed market and import competition. Developed and implemented $1,000,000 cost-savings initiative. Director of Manufacturing Services, 2000. Created and installed process controls for three manufacturing operations.

James E. McCoy, Page 3

REGAL WARE INCORPORATED, Jacksonville, Arkansas, Engineering Manager, 1994-2000. Reduced maintenance material and outside services accounts to 47% and 65% of fixed budget respectively, resulting in $400,000 yearly savings. Interim Plant Manager, 2000.

HMT INCORPORATED, Houston, Texas, Project Engineering Manager, Texas and California, 1992-1994. Oversaw installation of new tank bottoms for Alyeska Pipeline. Served as direct contact to Alyeska field management.

PHOENIX METALLURGICAL CORPORATION, Houston, Texas, Applications Engineer, 1990-1992. Increased sales revenue 60%. Generated $800,000 in equipment sales.

EDUCATION

UNIVERSITY OF ARKANSAS, Fayetteville and Little Rock, Arkansas, M.B.A., 1999; B.S., Mechanical Engineering, 1990

PROFESSIONAL DEVELOPMENT

Danaher Immersion Program | Executive MBA Program

COMPUTER SKILLS

Microsoft Office Suite, AutoCAD, OrgChart, Minitab