THOMAS B. NEILL

**** ********* **.

Adrian, MI **221

517-***-**** . acoyig@r.postjobfree.com

SUMMARY

. Strategic and hands-on operations leader with extensive tier one

automotive manufacturing operations, lean manufacturing, automation of

assembly operations, materials management and ERP system implementation

experience

. Results-oriented leader with a proven record of success in driving

improvement in financial and operational performance resulting in a

consistent record of promotions

. Proven ability to quickly improve productivity, quality, delivery,

safety, inventory and lead time by implementing lean manufacturing

management principles and practices together with focused key performance

indicators

. Extensive experience in the implementation and use of kanban, kaizen,

total productive maintenance, 5's, one-piece flow, value-stream mapping,

work-cell teams and Materials Management system improvements

. Skilled problem solver and crisis manager with the ability to determine

and eliminate the root cause quickly

. A respected leader with strong coaching, mentoring, staff development and

team building skills

. Life time student and practitioner of the Toyota Production System

PROFESSIONAL EXPERIENCE

Thomas Neill Consulting 2014 -

Present

Business Improvement Consultant

. Work with clients to implement lean principles and practices

Martinrea International Inc. 2011 -

2014

General Manager

Profit and Loss responsibility for Tier One Brake and Fuel Line Assembly

and Fuel Line Extrusion Division with $115 M in Sales and 500 employees

. Restructured all support personnel into highly effective teams focused on

improved profitability

. Increased profits from break-even in 2011 to 14% in 2014

o Material Savings 3.3%

o Productivity 2.0%

o Scrap Reduction 1.2%

o Cost of Quality Improvement 1.0%

o Improved Customer Pricing 1.5%

o New Program/Product Launches 5%

. Implemented smart spending controls

. Improved material pricing by creating supplier competition

. Reorganized Engineering and Skilled Trades into and accountable and

effective operations support group capable of building tools and

equipment in house

. Reorganized Program Management, Engineering and Quality into teams

responsible for programs from cradle to grave including customer quality

. Implemented Cost Models for Estimating that ensure pricing for new

business was profitable while still competitive

. Successfully launched multiple new and replacement programs

. Successfully managed multiple engineering changes

. Implemented R&D Extrusion Line (Fuel Line Tubing - Nylon and Rubber)

o Three new extruded tubing products developed

o Developed next generation Fuel Filler Capless unit

Dana Holding Corporation 2008 -

2011

Global Director Materials, Materials Excellence

2010 - 2011

Design and Implementation of Best Practice Standards for Materials and

Production Control Management

. Implemented On-Time Delivery tracking and reporting system for all Dana

Plants Globally

o Designed and published month end reporting package for Senior

Management

o 2011 OEM Performance improved 3.1 % over 2010

. Implemented a Current State to Future State process for Materials

Management Improvement

o Utilized process to generate and drive action plans for plants in

China, Australia and Mexico

. Generated and drove Materials Management improvement for the a major

business move and plant closure

. Implemented a release stabilizing process between our U.S. plants and our

main Mexican supplier plant

. Implemented Materials Management Key Performance Indicator reporting

utilized by all operations management to benchmark against each other and

drive improvements

. Managed the most critical shortage situations to prevent OEM customer

assembly line interruptions

Plant Manager Dry Ridge, KY

2008 - 2010

Profit and Loss responsibility for Tier One Axle Assembly Plant with $650 M

in sales and 350 UAW employees

Turned the plant into the Dana Best Practice Plant (Globally) in 9 Months

by accelerating Toyota Production System implementation (Material

Presentation, 5's, Mistake Proofing, Team Leader utilization,

Standardized Work, Quality at the source)

Lowered operating costs by 26% in 2009 and 12% in 2010 through work force

reduction, spending controls, productivity improvement, quality

improvement and scrap reduction

. Reduced inventory days of hand from 20 to 10 in 6 months by cleaning up

MRP system practices

. Improved productivity 40% from October 2008 to November 2010 (70% to

110%) by reducing cycle times at bottleneck operations

. Eliminated line side shortages by implementing a wireless line side

material call system

. Taught the staff how to control variable costs in line with sales to

maintain profit forecasts

. Utilized value stream mapping to create and implement improvement plans

. Implemented split shifts in order to reduce cost and improve productivity

and schedule flexibility

. Organized support personnel into performance accountable teams by

assembly line utilizing team leaders

TI Automotive 1990 - 2008

Group Plant Manager 2006 -

2008

Profit and Loss responsibility for N.A. Brake and Fuel Assembly and

Fabrication group. Nine plants with $350 M in sales and over 2000

employees. Also was responsible for North American equipment building

operations

. Restored financial and operational performance in three major fabrication

plants by standardizing all lean manufacturing and standardized

management practices across the group

. Executed restructuring plan in order to match existing capacity to the

market

. Launched new manufacturing plant to service Korean OEM in Alabama

. Reorganized tool group to provide superior customer service to our

fabrication plants

. Developed major improvement in brake line end-forming process which

eliminated our number one customer complaint

. Developed innovative health and wellness initiative for 2008

. Standardized all materials management practices for North America

Multi-Plant Manager 1996 -

2006

Profit and Loss responsibility for 4 manufacturing plants with up to 3 at

the same time. Four plants with $200 M in sales and over 500 employees.

. Launched entirely new product and production process

. Launched over 30 new programs without any major issues

. Successfully implemented multiple automated assembly projects

. Created and implemented the satellite plant model for the company to

reduce fixed costs

. Implemented lean manufacturing and work cell level performance metric

tracking in every plant eliminating financial variances to plan,

improving delivery to 99%+, improving PPM to single digit, reducing

inventory to 12 days on hand and practically eliminating safety incidents

. First plant manager to implement kanban, kaizen, total productive

maintenance, 5's, and value stream mapping. My plants became the Lean

benchmark for North America and Europe

. Participated in the training of all North American and European

operations management in Lean Manufacturing

. Led two lean manufacturing blitz missions in Europe

. Led advancements in materials management for all of North America

. Best performing plants in North America - Profit, Delivery, Quality,

Safety, Inventory levels

. Led the negotiations for a new labor contract that included and

innovative no cost increase and performance incentives

. Implemented price increases for after-market brake and fuel lines that

increased plant profit by 25%

Plant Manager 1995 -

1996

Profit and Loss responsibility for the Hillsdale, MI

. First assignment as a Plant Manager and first plant to achieve Q.S. 9000

certification

. Implemented price increases for after-market pushrods increasing plant

profit by 10%

Corporate Materials Manager (Warren, MI)

1993 -1995

Responsible for design and creation of Materials Systems and staffing 15

manufacturing locations

. Led the development of all policies, procedures, practices and staffing

related to Materials Management

. Reduce inventory levels by 30% and improved on-time delivery from 65% to

95%

. Implemented improved controls that eliminated large inventory losses

Manufacturing Systems Manager (Warren, MI) 1990 -

1993

Responsible the implementation and training for MRP II and EDI Management

in 15 plants

. Selected software (BPCS and Future III) and designed and executed

implementation strategy

. Implemented the system in 12 plants

Hewlett Packard Corporation (Novi, MI) 1984 -

1990

Senior Manufacturing Systems Consultant

Delivered Manufacturing System (MRP and Maintenance) and Lean Manufacturing

implementation consulting and training to clients

. Coached and mentored customer project managers with implementation

projects

. Top billing consultant in U.S. from 1986 to 1989

EDUCATION

Bachelor of Science of Management, Oakland University, Rochester Michigan

Concentration in: Computer Science and Economics

PROFESSIONAL DEVELOPMENT

Lean Manufacturing (One-Piece Production, Theory of Constraints, Mistake

Proofing, Kanban, Kaizen, TPM, SMED, 5's, Value Stream Mapping), Lean

Administration, TS 16949, Statistical Process Control, 8D Problem Solving,

Project Management, Ergonomics, APQP, Work Cell Teams, Customer Service,

Metric Driven Improvement

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