Christopher A. McCoy 1059 N. Forest Oak Henderson, KY 42420 [1]cm11e016e@westpost.

net Cell: (270) 869-4616 Senior Operations & Manufacturing Executive Start-Up, Expansion , and Global Operations General Management Executive with extensive experience and demonstrated success in lean manufacturing with the largest automotive manufacturer in the world. Proven ability and broad experience in all areas of business including; customer sales/service, finance and accounting, HR, supply chain, engineering and overall operations. Operations expertise includes: * Safety and Environmental * Global Manufacturing Operations * Technology & Engineering * Supply Chain Improvement * Quality & Performance Improvement * Cost Reduction & Revenue Gain * Training and Development * Lean Transformation/TPS (Toyota Way) * Production Processes & Standards * Positive Employee Relations, Hiring, Diversity Professional Experience Palliative Care of America 10/2010 - Present President Leading the launch of a new healthcare services start up company in the Phoenix, AZ area. Responsible for recruiting and hiring the leadership team, obtaining startup funds from venture capital investors, and developing new customers/partners for our services. Also directly responsible for the numerous tasks, requirements, and formalities associated with starting a new company. Currently in the funding and incubation phase of development. BRADY CORPORATION, Milwaukee, WI 8/2009 - 10/2010 Director Operational Excellence Global support for Operations and Administration Transformation. Combining Toyota Way knowledge and experience with broad business experience to transform all areas of the business (enterprise wide

transformation). Developed enterprise transformation roadmap, assessment, and standards to support Brady's vision for growth and financial performance. Recruited and hired regional lean experts to assist the plant level teams with the lean implementation. Developed and implemented a Transactional Process Improvement plan and Team to drive lean activity on the non operations side (purchasing, supply, finance, hr, and etc.) Responsible for mfg. footprint optimization, product rationalization, supply chain opportunities, and many engineering improvement projects. Overall responsibility for coordination of the lean improvement activity between departments, functions, plants, and divisions. Provided support and coordination at all levels in a matrixed global company. DANA CORPORATION, Kalamazoo, MI 9/2008 - 7/2009 Vice President Operational Excellence P&L responsibilities for 10 commercial vehicle plants located in the US, Mexico, Canada, Spain, India, Argentina, and Australia. Directly responsible for all of production manufacturing, supply chain, process engineering, capital, and m.f.o. activity. Matrix responsibility for quality, customer service/sales, HR, plant level finance and accounting. Led implementation of the Dana Operating System for the operations group, and the integrated supply chain. Implemented the following in all plants: policy deployment (Hoshin Kanri), value stream mapping of all processes, team leader development, problem solving deployment with A3, visualization of the shop floor, and key performance indicator daily management. Managed to maintain and even improve EBIT performance in most plants in a severe economic downturn. Reduced both fixed and variable costs using problem solving approach and focus activity in all plants and with all functions. Reorganized, redeployed, and resourced the workforce during drastic reductions to not only maintain operations but also continue the improvement activity and long term plan. MORTON WELDING CO., INC., Morton, IL 9/2007 - 9/2008 President Overall responsibilities for a well established manufacturing company supplying Caterpillar, John Deere, and Allison Transmission. Directly responsible for financial performance and reporting, customer sales and service, engineering, new product development, HR, and manufacturing production. Increased annual sales from 55 million to 72 million with no additional capital investment. EBIT improved from 6% to 15% during this same Christopher A. McCoy - Page 2 time. Implemented Toyota Production System concepts to improve productivity and capability in the production processes. Worked with Caterpillar to align Morton Welding's lean deployment with Caterpillar Production Systems (CPS) and similar activity with John Deere. Developed plans and justification to expand the business through acquisition, organic growth, and new product development. Managed through a difficult and challenging Chapter 11 restructuring of the parent company (BHM). Maintained good working relationship and service to suppliers, customers, and employees. Successfully exited the restructure in relatively short time (7 months).

TOYOTA MOTOR MANUFACTURING, IN, INC., Princeton, IN 11/1997 - 9/2007 General Manager (10/2004 - 9/2007) Responsible for all Assembly and Conveyance Operations for Toyota's second largest Assembly plant in North America. Directed and supervised 4 area managers, 100 salaried supervisors, 30 engineers, and 1800 hourly production team members. Responsible for strategic planning, policy deployment, leadership and organizational development, daily production, maintenance, and engineering for Tundra, Sequoia, and Sienna models as well as new model development. Matrix responsibilities for human resources, supplier and customer quality, cost reporting, and community relations. Collateral duties included; Company Safety Director, Toyota North America Assembly Self Reliance Leader, and Management Steering Committee Member. Reported directly to the Senior Executive Vice President for TMMI. Directly responsible for startup and launch of new Texas Assembly Plant. First Non-Japanese plant designated to be a sponsor plant for a plant outside of Japan. Assistant General Manager (6/2002 - 10/2004) Responsible for two Paint Departments, one Plastic Department, Plant Engineering/ Facilities, and new model for Paint and Plastics. Directed and supervised 5 area managers, 50 salaried supervisors, 20 engineers, and 1000 hourly production team members. Directly responsible for daily production, maintenance, and engineering for Tundra, Sequoia, and Sienna models, as well as new model development. Collateral duties included Company Safety Director, Toyota N.A. Plastics Self Reliance Leader, and Paint Self Reliance Development Champion. Paint and Plastics Departments are the Toyota Worldwide benchmark for emissions reduction and enhanced environmental improvement activity. * Responsible for the start up and launch of the Sienna paint line and plastics shop expansion. * Combined department productivity improvements of 5%. * Safety incident rate reduction of 50% in one year; identified and captured $3 million in labor reduction. * Achieved yearly