Manager Quality

DAVE ALLEN THOMAS

*** **** ***** ***** *****, Mocksville NC 27028

336-***-**** (home) 336-***-**** (cell) ab35e2@r.postjobfree.com

Currently I have significant responsibility, accountability, and authority within a multibillion

dollar manufacturing organization creating, communicating, and implementing the organization’s

vision, mission, and overall direction as well as leading, guiding, directing, and evaluating the

work of other executive leaders, directors, and managers. I am responsible for formulating and

implementing the strategic plan that guides the direction of the business for the manufacturing

setting and achieving the organization’s overall goals and profitability requirements as

determined by the key plans. Also, responsible for forming, staffing, guiding, leading, and

managing the organization sufficient to accomplish the vice president’s responsibilities and job

requirements as well as overseeing the complete operation of the organization in accordance with

the direction established in the strategic plans. I continually evaluate the success of the

organization and maintain awareness of both the external and internal competitive landscape,

opportunities for expansion, customers, markets, new industry developments and standards, and

so forth.

Furthermore, I am results-driven, ethical, and dedicated with wide ranging experience planning

and leading operations and quality involving small, medium, and large sized, union and non-

union manufacturing environments. I have a track record devising, evaluating, and

implementing continual process improvements to minimize waste and reduce costs while

maximizing quality and productivity. Establish effective and efficient quality control, training,

and safety programs encouraging proactive participation across the manufacturing processes.

Excellent communicator and trainer; success building cohesive teams focused on problem

solving, root cause analysis, safety, quality, statistical analysis (Six Sigma), and productivity

goals achievement.

• TPS trainer & Waste • AS9100/ QS 9000 / TS- • Quality Core Systems

Removal 16949 Quality Systems

Lead Auditor

• Cost Control, Reduction,

• Management and

• ISO 14000/14001 EMS

and Avoidance Initiatives

Leadership Development

• Resource Optimization

• Quality Training Programs

• NPI & Process Assurance/Inspection

• Quality Key Metrics

Methodologies

Optimization

Development &

Development

Improvement

• Hoshin Policy Deployment

Director of Operational Excellence & Quality

B/E Aerospace Winston Salem, North Carolina July 2009 -

Current

Currently I am responsible for full P & L of a multibillion dollar product line and manage all

operations across functional product lines through directors, managers, supervisors, line

operatives, quality engineers, manufacturing engineers, financial analysts, buyers, and material

handlers, etc. delivering aircraft seating programs on time, on quality, on margin. Drove focused

Lean Six Sigma initiatives based on the strategic priorities of the company and reports to Corp

VP and Plant GM. Expectations included: immediate and sustainable high impact results, KPI

improvements, team member development culture, training environment, inventory reduction,

inventory turns improvement, increased productivity, overtime reduction, on time delivery

improvement, lead time reduction, cost of quality reduction, and improved first pass yield as well

as developed and documented our lean vision and journey to exceed status quo. Implemented

the plant Hoshin Kanri – policy deployment, standard work, and execution of plant training

strategy including principles of the Toyota Production System (TPS), Jidoka, waste removal, and

8 steps of problem solving, etc., KPI development and execution strategy, conduct kaizen events,

lead cross functional complex projects involving both domestic and international organizations,

new product launch, supplier development, & plant visualization.

• Develops Hoshin Plan (Policy Deployment) and ensures balanced scorecard metrics are met

and exceeded

• Develops 3 and 5 year vision and strategic financial plan

• Creates and leads a continual improvement operations environment reducing inventory and

material costs, improving manufacturing efficiencies

• Forges relationships with suppliers and customers for longevity and continued growth

• Integrates with engineering design and program management teams driving new

program/product development to ensure DFMA and cost target management

• Prepares budgets, forecasts, and actual output reports for planning and performance

adherence

• Analyzes daily, weekly, and monthly business unit performance metrics and develops

applicable actions

• Participates in daily production meetings and ensures adherence to plan and/or applicable

countermeasures are developed and implemented

• Leads continual improvement analysis identifying and resolving supply chain, logistics, and

assembly line processing opportunities reducing lead times throughout the value chain

• Ensures compliance with FAA and CAA regulations and EHS policies and laws

• Coaches, counsels, and disciplines staff as appropriate

• Ensures efficient and effective staffing levels by accurately calculating current and future

demand; as well as, continually investing in team member development and engagement for

ownership

Assistant Manager Quality Inspection & Training Group

Toyota Motor Manufacturing Princeton, Indiana

2004-2009

Protected the customer by ensuring each vehicle met and exceeded Toyota’s rigid standards for

quality, safety, cost, delivery, and price competitiveness enhancing customer satisfaction and

loyalty. Additional responsibilities:

• Detected, contained, and counter measured defects through the effective and efficient

utilization of 125 inspectors who were led by 6 group leaders on 2 shifts.

• Optimized our diverse workforce resulting in synergistic improvements in all key

performance indicators.

• Developed training programs and modules, both academic and hands on application, for

4500 hourly and salaried team members.

• Developed and facilitated Hoshin Kanris, Jishukens, Practical Problem Solving events

and daily applications, Daily Walk Abouts, Floor Management Development Systems,

Kaizens, Safety “HYP” How is your process” activities, Continual waste removal

• Certified TPS, Toyota Kata, & Problem Solving Trainer

Operations Plant Manager

Lear Corporation Lebanon, Virginia 2002

- 2004

Directed a Tier One manufacturing operation that generated $130 million annual revenue with

full P&L responsibility. Established and implemented process improvements to ensure superior

quality and outstanding production of custom injection molded plastic interior components.

Directed nine staff members who led 1000 exempt and non-exempt associates. Designed and

implemented coaching and training programs to develop staff and facilitate effective and

efficient utilization of resources resulting in performance improvements in all key metrics.

Managed operational capital and expense budgets exceeding $3 million. Ensured strict adherence

to quality control procedures and acquired the TS-16949 certification during my tenure.

Maintained a productive relationship with UAW Union representatives.

Business Unit Manager

GDX (GenCorp) Batesville, Arkansas

2001 - 2002

Held full P&L responsibility and actively interfaced with vendors for order expediting, capacity

planning, and material forecasts for a Tier One supplier of rubber extruded and injection molded

components that generated $100 million annual revenue. Developed financial, budget, and new

business strategies; as well as, devised production schedules for a three shift operation utilizing 8

salaried direct reports to lead 750 exempt and non-exempt associates. Maintained a productive

relationship with Machinists’ Union representatives

Manufacturing Manager

Cooper Standard Asheboro, North Carolina 1999

– 2001

Held manufacturing and quality responsibility for 100 million pounds annual rubber mixing

production and utilized 6 salaried direct reports to lead 600 exempt and non-exempt associates.

Established production schedules, defined staffing requirements, and implemented optimized

procedures to ensure all safety, quality, and productivity key performance metrics were met and

exceeded.

Area Production Manager

Kingston Warren Corporation Wytheville, Virginia, 1988

– 1999

Directed rubber molding and extruding operations while managing 3 direct reports and 450

exempt and non-exempt associates Developed production schedules and staffing requirements.

Developed and tracked quality metrics and became customer liaison to GM assembly plants to

ensure customer satisfaction.

United States Army, Air Traffic Controller Savannah, Georgia,

1984-1987

EDUCATION AND TRAINING

MBA, Business Management, Atlanta University

BSBA, Management and Finance, Atlanta University

Kellogg School of Management Executive Education: Finance for Executives

PROFESSIONAL DEVELOPMENT

CLP (Certified Lean Professional) ASQ/SME Lean Bronze Certified

Certified Toyota TPS & Problem Solving Trainer

(COEBB-Master) Certified Operational Excellence Black Belt, Advanced Problem Solving,

TEAM Facilitator

AQS AS9100 Lead Auditor, TS-16949 Lead Auditor,

ISO-14001 Internal Auditor, OHSAS 18001 Internal Auditor

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