thomas m. trick

*** **. ******* ***** *********, TN 37934

865-***-**** abl4p7@r.postjobfree.com

plant manager / director of manufacturing

Strategic & Tactical Planning / P&L / Budget & Cost Control / Quality

Initiatives / Lean / Safety

Startups & Turnarounds / Continuous Process Improvement / Kaizen / Training

/ Engineering

Combining strong operations management and hands-on technical expertise, I

produced a continuous record of achievements streamlining operations,

increasing productivity, and reducing costs across a wide range of diverse

manufacturing environments. I successfully led organizations to achieve

greater efficiencies through new procedures and processes, driving bottom-

line improvement. Further competencies include:

Establishing a culture of continuous improvement and change throughout the

organization

Creating new methodologies and strategies to improve manufacturing

performance

Building and leading top-performing operations and production teams

Ensuring quality products and reliable on-time delivery for optimum

customer satisfaction

I received my BS in Mechanical Engineering Technology from the University

of Dayton. I have been described as a dedicated, people-oriented leader,

who is always totally focused on accomplishing the task at hand.

Selected Accomplishments

DEVELOPED NEW PROCESS TO INCREASE EFFICIENCY AND DRIVE DOWN COSTS.

EXCESSIVE MOTION WASTE WAS PREVALENT IN HANDLING OF WORK AT HUBBELL WITH

PARTS HANDLED UP TO SEVEN TIMES PRIOR TO SHIPMENT. WORKED WITH PRODUCTION

CONTROL DEPARTMENT TO IDENTIFY ORDERS TO BE ASSEMBLED RIGHT ON LINE.

REDUCED PRODUCT HANDLING TO ONLY THREE TIMES. SAVED $40K THE FIRST YEAR,

IN ADDITION TO A 28% REDUCTION IN HEADCOUNT, AND ON-TIME SHIPMENTS

INCREASED TO 95%.

Introduced safety improvement program to reduce injuries. Recordable

injury rate and OSHA incident rate at Hubbell was excessive in 2007.

Established basis for new job hazard analysis program for supervisors.

Introduced Kaizen events targeting elimination of work place hazards.

Developed list of hazards and applied resources to reduce risk. Cut

recordable injuries from 33 to 13 in 2008 and 5 in 2009 with reductions in

OSHA rate as well.

Led major plant relocation and process conversion to increase productivity.

Trim tile operations of Florida Tile needed to be relocated from FL to GA

and manufacturing process converted from a slow fire to fast fire

technology. Coordinated and conducted line trials and reconfigured

equipment operating parameters. Directed training of entirely new

workforce. Improved production 8% in first year while reducing scrap 5%.

Reengineered process leading to significant annual cost reduction. Tooling

cost for trim punches exceeded $27K per month at Florida Tile. Initiated

two-pronged improvement program. Instituted a three-step polishing process

to impede wear and reconstructed tooling to incorporate new design.

Implemented conversion to new design and within three years reduced tooling

costs by 90%+ or $292K per year.

Career Overview

PLANT SUPERINTENDENT, HUBBELL LENOIR CITY ($60M MANUFACTURER OF

UTILITIES/ELECTRICAL PRODUCTS) - 2007 TO 2010. LED ALL MANUFACTURING

OPERATIONS IN 75,000 SQ. FT. FACILITY, INCLUDING SAFETY, PROCESS

IMPROVEMENTS, COST REDUCTION, QUALITY AND ELIMINATION OF WASTE THROUGH LEAN

TECHNIQUES. MANAGED 187 EMPLOYEES AND $20M BUDGET.

Florida Tile, Inc. $65M manufacturer of ceramic tile for residential and

commercial use.

Trim Plant Manager - 2004 to 2007. Relocated manufacturing process from FL

to GA facility and led all startup activities. Directed conversion of

process to new technology. Hired and trained new workforce of 79.

Plant Manager - 2000 to 2004. Managed all operations of facility with full

P&L responsibility. Initiated flexible manufacturing and cross training to

ensure ability to react quickly to customer requirements and reduce

inventories to optimum levels. Led 300+ personnel, including managers and

supervisors, and budget of $15M.

Manufacturing Manager - 1999 to 2000. Maintained responsibilities of

Maintenance Manager and assumed overall coordination and planning of

production activities. Managed 275 staff, including manufacturing,

maintenance and safety employees.

Maintenance Manager - 1994 to 1999. Responsible for all maintenance

planning and budgeting for facility operating 24/7 with six production

lines.

Earlier: Maintenance General Foreman, Florida Steel Corp. and Senior

Project Engineer, Gladwin Engineering.

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