1. Sam Bailey
1708 East Prospect
Ponca City, Oklahoma 74604
(580) 716-0390
sbailey@cableone.net
To whom it may concern,
I am searching for a company that is in need of a leader capable of implementing change. For nearly 40 years I have held supervisory
positions. Over 30 of these years I have served in a managerial capacity with 13 years focusing on the design and implementation of
Lean Manufacturing Concepts. My early career experience was in information systems and accounting. Thorough knowledge of
the mechanics of these systems provided a good foundation for production execution management. The past 11 years I have been
working as a drilling consultant.
My experience has been:
 The primary objective of a business is profitability, to make money both now and in the future.
 All businesses have limitations that distract from profitability.
 By nature, our habits or rules are designed to accommodate these limitations.
 A technology exists or can be developed to diminish these limitations.
 In order to take advantage of a new technology, we must change our habits or rules.
 Measurement Systems communicate what is important.
 Most improvement projects fail due to a poor or failed implementation.
In the early 90’s, our focus at Smith Tool was on efficiencies, absorption, and manufacturing variance. This focus created delays in
deliveries due to large lot size production runs and efficiency based sequencing. The Batch and Queue system allowed large volumes
of product to be manufactured with minimal setups. Departments optimized in isolation and coordinated deliveries to assembly were
poor. Semi-finished inventory grew excessively. Lost sales and frequent stock-outs were common. Following the study of modular
manufacturing techniques, we installed balanced flow cells to reduce the queue time between operations but we continued to operate
under the same measurement and scheduling systems. As a result, we made very little progress in becoming more profitable.
Upon promotion to Production Control Manager for Smith Tool, I became responsible for all communications with Customer Service,
all production planning and scheduling functions, implementing new measurement systems, and setting goals to be adhered to by the
Production Managers. I worked with the Production Managers, Customer Service, Engineering, Information Technology, and Finance
to improve our total supply chain performance. I designed a buffer management system to protect our constraints and a Drum-Buffer-
Rope system to pace the shop and release materials to the first operation. I developed a Kanban system to replenish components for
our most popular items. Finally, I lead the finite capacity planning, scheduling, and MRP implementation team that allowed further
improvements by way of lot size, throughput, and inventory reduction. In addition to the design and installation of many
improvements that resulted in “bottom-line” value, I was also responsible for the implementation process including education.
Results:
 Lost Sales due to Availability – Reduced from 12.9% to 1.5% (approximately $1,370,000 per month)
 Proper Inventory On-hand – Sales increased by 20% in flat market and gained 3% on total market share
 Finished Goods Inventory – Decreased by 40%
 Make to Stock Inventory – Reduced “Order to Ship” time from 120 days to 3 days by stocking common semi-finished
manufactured components, reduced actual processing time (1st
material issue to ship) from 40 days to 22.5 days, improved
compliance to schedule from 40% to 90% from TOC implementation and further improved to 95% from Finite Scheduling
implementation
 Make to Order Items (Predominately ER/1st
Run Items) – Reduced “Order to Ship” time from 120 days to 49 days from TOC
implementation and reduced further to 30 days from Finite Scheduling implementation, reduced actual processing time (1st
material issue to ship) from 40 days to 22.5 days, improved compliance to schedule from 20% to 70%
 Demand Notification – Modified process to reduce demand notification of sales and inventory status from a monthly basis to
a daily basis
 Shop Floor Information – Developed On-line systems for communicating the Schedule, Routings, Bill of Materials, and
Process Drawings to replace the old paper systems
 WIP and Semi-finished Inventory – Reduced by over 50%
Thank you for your consideration,
Sam Bailey