ROBERT L.

DEGARMO, BSME, CPIM

201 Regency Court
Bentonville, AR 72712
479-464-9412
rdb8ebbc@westpost.net
EXECUTIVE PROFILE
Executive leads multi-plant-operations generating $50-250 million Sales to 59% g
rowth (average), 8% cost-reduction (annually), 50% product-development and produ
ction-cycle-time and 50%+ inventory reductions, and 97% on-time-delivery serving
GE, Honda, Toyota, Wal Mart and P&G.
COMPETENCIES
a Multi-plant Operations a Lean/ Six Sigma
a QS Governance a S&OP (accountability)
a Global Supply Chain
a Customer Service a Innovation
a Process Mapping a Cost Reduction
a Process Improvement a Strategy & Capital Plan
a IPO Launch
COMPETENCIES DEMONSTRATED
STREAMSIDE ENTERPRISE, Bentonville, AR
2001 a" Present
President, Streamside Enterprise
Scope: Redirect a $100 million Divisionas floundering hi-end partnership in five
months:
a Change leadership, establish product family operating strategy and objectives
and align and deploy Lean Operations.
a Increase productivity 12%, eliminating capacity shortfall.
a Align capital expansion and operating processes with customer requirements, es
tablish flexibility out-of-a jumble of complex new operations and avoid addition
al capital-investment.
a Transform low-margin contract packager into a high-margin product development,
manufacturing, warehouse and distribution service provider.
DAISY CORPORATION, ROGERS, AR 1996 - 1999
Vice President Operations, Daisy Manufacturing, BRASS EAGLE DIVISION (A DAISY IP
O)
Scope: Turnaround Daisyas $78 million multi-plant operations and develop product
s and operations that drive Daisyas aBrass Eaglea IPO.
a Within one (1) year, reduce costs 9%, product development time 60%, and manufa
cturing lead-time 90%, inventories 50%, and establish 97% on-time delivery.
a Motivate Board support for aBrass Eaglea IPO; develop products and operations,
staff and mentor operating team. Within one (1) year, Sales quadrupled from $15
to $60 million.
a The aBrass Eaglea IPO delivered 2,200% Capital growth within ninety (90) days.

ROBERT DEGARMO a PAGE 2

TAKATA, DETROIT, MI AND MICHIGAN CITY, IN AND PIQUA, OH 1994 a" 1996
General Manager
Scope: Reduce cost $23 million; restructure $250 million global-multi-plant manu
facturing, service, warehouse and distribution operations and repair customer re
lationships in eighteen (18) months.

a Establish Lean-6 Sigma operations, MRPII planning, and QS governance.

a Improve customer satisfaction from aBottom 50a to award winning aTop Tena.
KMG, DETROIT, MI AND ROYAL OAK, MI 1989 a" 1994
Scope: Return three (3) divisions generating $54 million Sales to profitability
within two (2) years;
VP and GM, KFC Division, Berne, IN 1991 - 1994
a Develop and execute strategic plan of a Global Joint Venture in 1 (one) year.
a Reduce costs 25% and inventories 70% to fund 67 new products and 500% growth.
VP and GM, I&A AND T-R DIVISIONS 1989 a" 1991
a Reestablish QS certification, consolidate Divisions, cut cost 9%, initiate pro
duct development, secure US industryas first contracts with Toyota and Honda, an
d grow Sales 45% in 1 year.
a Restored profitability enabled profitable Sale of the company 6 months later.
ESSEX GROUP (UTC), SBU Mgr, FT. WAYNE, IN 1982 a" 1989
Scope: Accomplish $78 million Rockford Plant turnaround (Operations); then promo
ted to rebuild $25 million Ft. Wayne Specialty Strategic Business Unit (Sales an
d Manufacturing Operations).
a Start at Plant level; design products, initiate quality and cost improvements,
accomplish market analysis and pricing improvements.
a This effort reduced $76 million costs by $4.6 million.
a Promoted to lead Strategic Business Unit assuming Sales responsibilities. Init
iate and launch aEssex Expressa service.
a Reduce costs 9% and lead-times from 9 weeks to a day, growing Sales an increme
ntal $25 million improving profit from breakeven to $5.5 million.
EDUCATION
OHIO UNIVERSITY
B.S., Mechanical Engineering
HARTFORD GRADUATE CENTER
UTC Executive Development Program
PROFESSIONAL AFFILIATIONS
UNITED STATES AIR FORCE OFFICER TRAINING SCHOOL
APICS-CPIM