502-***-**** ab9xa5@r.postjobfree.com

www.linkedin.com/in/tomrandall

www.tomrandall.info

DYNAMIC MANUFACTURING MANAGEMENT LEADER

executive summary

Highly organized manager with strong interpersonal skills and a track record of improving quality, productivity and

profitability in progressively responsible positions with ITW, General Electric and GMCW. Industrial Engineering degree with

background in industrial equipment, transportation, electronics and aerospace industries. Passi onate about quality, safety,

customer satisfaction and having fun while doing it. Demonstrates a strong command of decision making and problem

solving skills. Builds customer confidence by listening effectively and responding promptly and accurately. Takes on a heavy

workload and always produces quality work. Takes the initiative and is a n effective change agent by selling the positives.

Excellent team building, coaching and mentoring skills that holds the team accountable. Currently residing in Louisville, KY

and willing to relocate.

critical skill set

Strategic Planning Budget Planning/ Cost Control Continuous Improvement

Staff Development/ Mentoring Lean Manufacturing Project Leadership

Quality Planning/ Control New Product Launch Delegation/ Accountability

Safety Programs/ Awareness Effective Communication People Management

professional employment history

PLANT MANAGER GMCW -Grindmaster-Cecilware, Inc. September 2011 – July 2013

www.gmcw.com

throughput, optimize, automate,

interpersonal, problem solving, technical,

i mprovement, sustainable, creative,

manufacturing, motivate, inventory control,

r esourcefulness, participate, train, prioritize,

Reported to the Sr. VP Operations. Responsible for all manufacturing operations. Led team of 75 hourly outsource, s elf-directed, implementation,

metrics, engineering, turnaround, resource,

toolbox, communication, competency,

operations, self-starter, utilization,

production workers and 3 salary support producing hot, cold and frozen beverage equipment. organizational, logistics, world-class,

a utomated, management, lead time,

l eadership, delivery, productivity, budget,

Orchestrated a complete cultural change from old company methods to new vision company created c ost, profitability, initiative, strategic,

organize, process, decision making,

performance, metric, reliability, efficiency,

track record, improve, developing, scheduling,

by CEO. s taff, manage, collaborate, safety, creativity,

c orrective, manager, development,

Increased production output by 40% and manufacturing efficiency by 15%.

c ommunicate, growth, data, lead, equipment,

c oaching, monitor, customer, quality,

planning, lean, production, solve, schedule,

mentor, continuous, plan, tactical, just in

Completed transfer of product manufacturing from New York operation to Louisville plant while

time, nonconformance, product introduction,

ensure, methodology, audit, certification,

r esponsiveness, calibration, evaluate,

accountability, standardization, teamwork,

growing headcount marginally and creating a stable, permanent workforce. i mplement, documentation, communicator,

a nalyze, product development, training

program, system, requirement, quality

Improved on-time delivery from 71% to 92% and reduced average manufacturing lead time from 7.4 c ontrol, coordinate, supplier, evaluation,

hands-on, master plan, awareness, proficient,

facilitate, skill, operating cost, experience,

achieve, preventive, auditor, specification,

to 4.5 days. maintain, assurance, compliance, goal,

empower, assessor, vendor, root cause,

c orrective action, test, lean six sigma,

environmental health & safety, schedule

objectives, project engineering, lean

manufacturing initiatives, customer focused,

c ontinuous improvement, mentoring,

QUALITY ASSURANCE MANAGER JCB North America May 2011 – August 2011 c oaching, leadership development, layout,

process flow, material handling, maintenance,

salary, capital, prioritize, environment,

www.jcbna.com feedback, industrial, direction, guidance,

c oncurrent, technology, world class,

c onfiguration, ergonomic, ability, adaptable,

align, analytical, assembly, bottleneck, coach,

c ollaborative, consistently, coordination,

Reported to the General Manager – Operations. Responsible for product quality of a $170 million plant deliverable, demonstrate, demonstrated,

deploy, develop, direct, director, downtime,

drive, employee, energize, energizing,

engineer, fabrication, facility, fast-paced,

producing Skid Steer Loaders and a specialty backhoe used for military applications. Led team of 4 financial, housekeeping, identify, inventory,

key, knowledge, manufacture, material, meet,

motivated, operation, operational, plant,

direct and 8 indirect reports producing 2 product lines. power point, raw material, require,

r esponsible, responsibility, sheet metal, shop

floor, spreadsheet, strategy, supervisory,

Reduced defects per unit from >40 to < 20 within 2 months through pareto and root cause analysis.

team, work, Plant Manager, Manufacturing

Manager, Operations Manager, Director

Manufacturing, Director Operations, Quality

Recruited and internally promoted staff additions to structure a lean Quality organization during a

Manager, Quality Director, Site Leader, Value

Stream Manager

50% growth initiative in manufacturing.

TOM RANDALL Page 1 of 2

BUSINESS UNIT MANAGER Hobart Corporation (division of ITW) May 2010 – November 2010

www.hobartcorp.com

Reported to the Director – Manufacturing. Took lateral move to gain sales experience. Responsible for

$15 million Food Prep business unit with full Profit and Loss responsibility resulting in 23.7% ROS in a

difficult economic climate. Led team of 4 direct reports and 12 indirect reports producing 8 product

lines.

Prepared and executed transition from home-grown inventory control system to Epicor Vantage ERP

system.

Led redesign of Cutter Mixer to recapture lost chain business resulting in $400,000 incremental sales.

Developed business strategy for food processor line to incorporate acquisition models into existing

lineup and reduced total model mix by 7 models.

Attended numerous trade shows and customer visits to demonstrate product features and benefits

resulting in a 5% or $750,000 sales increase.

PLANT MANAGER Hobart Corporation (division of ITW) September 2006 - May 2010

Reported to the Director – Manufacturing. Responsible for 120,000 ft2 manufacturing plant producing

commercial food preparation equipment. Direct control over Purchasing, Machining, Assembly, Quality,

Accounting, Human Resources and Warehousing. Supervised 7 direct reports and 120 employees.

Delivered $45,000,000 in product sold by establishing in-lining and cellular manufacturing to

minimize travel time and distance.

Reduced spending by 10% saving $450,000 on annual operating budget.

Improved on-time delivery to better than 96% through use of a finished goods Kan ban system.

Decreased inventory from 3.5 to 2.5 MOH by implementing a Kan ban system for all wo rk in process.

Outsourced all machining operations (20+ CNC machines) recognizing a $200k cost savings.

Reunited two separate business units into a single production operation.

Reduced lost time injuries 28%. Passed all corporate EHS and OSHA inspections.

Created a mentoring program to coach/mentor individual contributors to improve performance.

QUALITY ASSURANCE MANAGER Hobart Corporation (division of ITW) April 1996 - September 2006

Reported to the General Manager – Food Machines. Responsible for $120MM division product quality

efforts and led team of 5 Quality Engineers/ Technicians.

Reduced warranty expenses 5-10% or $100,00 to $150,000 per year.

Delivered new mixer model family to market with less than 1% warranty rate which was half what

established product ran.

Converted plant Quality Management System to ISO 9000:2000 and maintained registration at three

plants.

Led Kaizen team that resolved chronic safety switch problem that reduced warranty costs by over

$250,000.

additional career history

Senior Quality Engineer Hobart Corporation

Senior Manufacturing Engineer General Electric Company

Manager Production Support General Electric Company

Manufacturing Engineer General Electric Company

Quality Engineer General Electric Company

Manufacturing Management Program General Electric Company

education, accreditations and affiliations

BS Industrial Engineering from Rochester Institute of Technology, Rochester, NY

GE Manufacturing Management Program

Lead Assessor of Quality Systems

Lean Manufacturing The ITW Toolbox

TOM RANDALL Page 2 of 2

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