RESUME

Jim Tomlinson

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

Barrington, IL 60010

Profile: Strong Leadership skills, results orientated and very focused on process improvements. My experience in manufacturing includes, developing strategic operating plans for the future, while continuing to improve daily operations.

Core Competencies: Ethics and values, motivating others, problem solving with a drive for results. I create and atmosphere that promote ideas, and to work as a team to improve efficiencies.

M.C.C Development Project Manager October 2007 to Present

•Design and install modular self-contained hazmat storage buildings, with concentration on timely completion of projects using lean manufacturing and process management.

•Responsible for all on-site preparation and commissioning of pre-engineered structures.

•CAD drawings and technical blue print schematics in a turnkey business operation.

•Hire and supervise all contractors during each phase of projects, with procurement responsibilities using cost saving methods to increase profit and reduce waste.

•Implemented cost savings of 15 % using lean manufacturing and consolidation experience.

•Reason for leaving; currently employed but, business is slow due to the economy.

Thermal Care Inc. Niles IL Plant/Production Manager September 2004 to October 2007

•Managed entire plant production with 68 union electricians and pipefitters, (2) Unions.

•Handled both union contract negotiations, and recorded no grievances of any kind.

•Produced Process Cooling Equipment for the printing and plastics industry, responsible for all operating budgets (shipping/receiving, manufacturing, warehouse, quality, etc.)

•Continuous Improvement operation using lean manufacturing skills to ensure profit.

•On-Time goals of 98% or better, zero returns, zero defects, increased efficiencies by 12%.

•High priority using Process Management Skills and Value Stream Mapping, I.S.O. 9000.

•Increased personnel by 30% to eliminate backlog and increase volume from 1.8 to 3.0 mil.

Reason for leaving; Offered a better opportunity to increase skill level in Project Mgmt.

Precise Technology Buffalo-Grove, IL Operations Manager April 2002 to Sept 2004

•Managed all Injection Molding operations of medical devices, and consumer products for the food, medical and bottling industry. Over 1,000 product variations and designs.

•100,000 clean room molding operations with responsibilities for; purchasing, inventory control, warehouse & distribution operations, quality assurance and tool room activities.

•128 direct and indirect reports consisting of; process technicians, set-up operators, production supervisors and maintenance personnel, and overseeing the 375,000’ facility.

•QSR/ ISO-13485, SPC, MDD, ISO-9001 responsibilities in a very high speed packaging environment with very high attention to our quality management system.

•Supplying Pharmaceutical companies with high quality medical products using a team approach and process management in a very lean manufacturing environment.

•Increased set-up times using SMED and lowered O.T. by 20% the first six months.

•Reason for leaving; Company was bought by Rexam, I turned down their offer to stay.

Custom Plastics Inc. Elk Grove Village, IL Plant Manager Sept. 2000 to March 2002

•Responsible for all plant operations; Injection Molders and extrusion machines (48).

•Re-designed the assembly department, and improved the value stream of products and organization using 5S methodology. Oversaw the Maintenance department and lowered operating costs as personnel had overlapping skills sets that were too redundant.

•136 direct reports, 11 Supervisors, P&L, created operating budgets in a lean manufacturing ISO-9000 facility. On-Time shipping percentages were above 98%.

•Started a scrap program to use plastic regrind material up to 15-20%, this reduced virgin material usage and increased profit considerably, also in charge of facility Maintenance.

•Modified work instructions to better mirror the actual processes of our operation. Cross-trained employees to gain more experience to be able to operate more equipment. This not only helped the employee become more valuable to the company, but to help the company keep more important machines running in case of vacations and absences.

•Steering Committee member working with a team of management employees to make company improvements to increase employee morale and increase production.

•Reason for leaving; Offered a lucrative position in plastics to gain more medical skills.

American Flange and Mfg, Carol Stream, IL Production Supervisor July 1995 to Aug 2000

•Oversaw three departments consisting of 44 employees including injection molding.

•Twenty eight coil and progressive strip fed punch presses in a very heavy and light metal stamping operation producing all types of drum closures in an ISO-9001 environment.

•CNC machining, spot welding and threading operations producing drum closures for a

Global manufacturing company also based in the Netherlands.

•Daily production matrices, Used Capital Expenditures to increase manufacturing, using process management experience with a return on investment (ROI) of 12-15 months.

•Reason for Leaving; Offered my first Plant Manager Position in Injection Molding.

Klein Tools, Skokie, IL Production Supervisor May 1990 to June 1995

•Responsible for 54 employees in a specialized hand tool manufacturing company.

• Company has over 150 years of experience in 500 types of electrician hand tools.

• Budgeted/Forecasted a $1.8 million operation, with $8.4 million in annual sales.

•Supervised all aspects from raw materials to finished goods.

• Increased daily productivity and efficiencies by 3%. Lowered scrap from 4% to 2%.

•Shared our machining department with two other department(s) supervisors.

•Reason for leaving; Offered another lucrative position by one of the supervisors in my

team, who left and became a Plant Manager at American Flange & Manufacturing.

Northrop Aircraft Division, El Segundo, CA F/A-18 Master Mech. July 1984 to May 1990

F/A-18 Top A-Master Mechanic in the final line production of F/A-18 Hornet Jets.

•Extensive training in environmental control systems ECS, pneumatics, hydraulics and

aircraft structures. Skilled in numerous jet fighter production related mechanics.

•Attended Aerospace Technical School at Northrop Aircraft for over two years.

•Skilled in Aerospace blue prints, and worked closely with aerospace engineers in

resolving non-conformance issues, and engineering change notices.

•Responsible for landing gear doors, and multiple aircraft door close-outs

•I was one of three mechanics responsible for operating the 60 ton over-head crane

to remove the $26 Mil. Aircraft (2.5 week) and install on an aluminum skid in preparation for shipment by rail to McDonnell Douglas in St. Louis, MO.

•Reason for leaving; New parents, decided to move back to Barrington, Illinois

Skills: 17 years of Plant Management Experience with 130+ employees at several past

Employers in the field of Metal Fabrication, Injection Molding and Project Management.

•Windows 2000/XP M.S. Excel/Word/Access/BPCS/AS400/BAAN/Made 2 Manage.

•ISO 9000 Auditor/QS9000/ Process Management Skills/APQP/PPAP S.P.C. Certificate.

•T/S ISO-13485/Advanced Lean Mfg. Principals; S.P.C./T.O.C./ 5S/ T.P.M. /S.M.E.D.

Electro/Mech., OSHA, FDA, SMT, GMP, Kaizen, Cap Ex-14 mos. R.O.I., J.I.T.

•Experience in Distribution, warehouse, inv. turns, cycle counting and shipping quotes.

Education: William Rainey Harper College; 1 year of Business Management, and Material and

Logistics Mgmt. Two years of Aerospace school of F/A-18 Hornet Master Mechanics at

Northrop Aircraft. College Certificates (2 Years); Management Concepts & Practices II: Advanced Supervision-Waubonsee College, Continuous Improvement-Team Leader Skills-Northern Illinois University, Lean Manufacturing Technology (CLT), I.S.O.-9000 Auditor- Perry Johnson, Statistical Process Control (SPC)-Mitutoyo, Theory of Constraints (TOC).

E-mail Address: uc4i67@r.postjobfree.com Cell # 847-***-**** Revised in 2010

Contact this candidate