Engineer Maintenance

THOMAS M. LARGENT

***** *** **** ****

Home: 740-***-****

New Plymouth, OH 45654 E-mail: ********@********.***

Cell: 740-***-****

Manufacturing / Operations Management

V Hands-on, innovative and tenacious leader and team builder with

progressive experience.

V Adept at improving efficiencies, as well as reducing overtime, manning

and scrap, thereby cutting costs.

V Superb interpersonal, problem-solving, troubleshooting, negotiation and

communication skills.

AREAS OF EXPERTISE

Production Control / Inventory Six Sigma, Lean Manufacturing,

Control / Budget QS9000 / JIT

Facilities and Equipment Maintenance Kanban / APQP / Continuous

Improvement

Equipment Design & Builds / Tooling Project Management / Supervision /

PLC / CNC / Product Development Mentoring

Purchasing / Vendor Management Training / Safety / Ergonomics

ISO 14001 / TS16949 Union Relations / Grievance

Resolution

Career Development / Product

Development

Plastic Injection Molding, Urethane Foam Molding, Fabricated Metal, Powder

Molding, Painting Robotics. .

KEY ACCOMPLISHMENTS

> Supported unit 36 relocation project - I was the primary mechanical

support responsible for transitioning this equipment from Oakville Canada

to Circleville Ohio. This project was completed on time with no adverse

effect to the customer. It yielded a reduction in shrinkage of 3.8% and

an increase in ME of 1.9% vs 2008 netting a positive $101M VCP. (GE)

> Planned and implemented the installation of a mount machine accumulation

system for group 16. - Doing this allows us to reduce direct labor

resulting in an annual savings of $160M. (GE)

> Played a key role in the planning, design and implementation of a

changeover project for group #16. - This project consisted of converting

a single lamp production line to a multiple lamp production line. This

group can now run up to five different HO lamp types. This conversion

will save the Lighting Business $800M in annual labor and maintenance

costs versus leaving the product on the current production lines. (GE)

> Worked with sourcing group to resource 410 different spare parts to Low

Cost Country Suppliers, - which saved $37M this year. This happened

without compromising production operations while maintaining our current

quality level. (GE)

> Designed and fabricated a reusable hoist system for the removal of roof

mounted exhausts systems. - This eliminated the safety and ergonomic

issues associated with servicing these units allowing the shop to achieve

zero reportables, a 100% reduction over last year. (GE)

> Provided daily mechanical engineering support to our production

operations - plus planned, lead and executed 19 shutdown projects that

contributed to Core B yielding an increase in machine efficiency of 3.5%

and a reduction in shrinkage of 1.5% this year. (GE)

> Lead team that increased coater efficiencies in Biax - from 65% during

July and August to 81.3% from September to the end of the year. Used Six

Sigma tool to identify and track improvements resulting in reduced

downtime and overtime avoidance. (GE)

> Worked with the Technology group to implement, and install a rollback

system for the Lehr on Group 17. - This eliminated the "jam-ups"

associated with the current system and allowed the rollback lamps to be

rerun instead of being scrapped. This project produced an annual savings

of $21M, and eliminated the troublesome "jam-ups". (GE)

> Designed, and installed a quick release system for changing the bladders

in the Cover Guard product line. - This reduced bladder changes from 10

minutes to 5 minutes resulting in an annual timesaving of 170 hrs. This

change also reduced the change overtime from T8 to T12 by 50 minutes per

changeover resulting in an additional annual timesaving of 100 hrs. (GE)

> Helped to establish a "lead" program through out production facility -

broke down production processes into small subgroups and outlined quality

and production tasks for each area. (Kenworth)

THOMAS M. LARGENT Page Two

> Cut tooling repair time from 3 days to 3 hours - worked with tooling

supplier to develop new tooling design that allowed damaged tooling to be

quickly replaced. (ITT)

> Saved company $40,000 annually in process/test equipment maintenance

costs - redesigned and implemented a replacement rubber seal used in

production test equipment. (ITT)

EDUCATION. CERTIFICATION and TRAINING

Master of Business Administration Ohio Dominican University,

Columbus, OH 2006

Bachelor of Science in Industrial Technology, Ohio University,

Athens, OH, 1998

Associate Degree in Drafting and Design, Hocking College,

Nelsonville, OH, 1984

Six Sigma Green Belt

SPC / Ergonomics / Grievance / Effective Listening / Discipline

EMPLOYMENT SUMMARY

GENERAL ELECTRIC, Circleville, OH

May 2007

Manufacturing facility for linear florescent lamps

Maintenance and Engineering Manager (November 2009)

> Responsible for all plant engineering operations, electrical and

mechanical. This consisted of 4 Electrical Engineers and 3 Mechanical

Engineers.

> Managed a 2.2 million dollar maintenance and supplies budget.

> Worked closely with all plant engineering staff and production leaders

to insure that improvement projects were completed on time and that they

meet the needs of the production operation.

> Responsible for plant facilities. Directed plant maintenance personnel

and outside contractors to insure that the production operations needs

were met.

> Submitted capital funding requests for plant maintenance and process

improvement projects. Managed approved funding to see that the funds

were spent in accordance with the timeline outlined in the funding

request.

Shop Operations Engineer (May 2007 - November 2009)

> Provided mechanical support to our daily production operations, working

closely with the mechanics, process technicians and production team

leaders.

> Planned, led and executed summer shutdown projects. These projects

consisted of routine maintenance, cost out and scrap reduction.

> Worked closely with Corporate Technology resources and outside

Engineering Companies to streamline and improve our production

processes.

KENWORTH TRUCK COMPANY, Chillicothe, OH December 2005 -

April 2007

Manufacturing facility for large class 8 trucks

Quality Unit Manager

> Manages all quality operations of assembly line operations on second

shift, consisting of 12 on line inspectors.

> Oversee daily Product Quality Index audits. Maintained audit database.

Prepare and present findings in daily wrap up meeting.

> Work closely with production managers to identify areas of

responsibility and corrective actions for daily audit findings and daily

quality assembly line issues.

ITT INDUSTRIES, New Lexington, OH September 1999 -

December 2005

Tier 1 supplier of brake line and fuel line assemblies for the automotive

industry.

Plant Superintendent (November 2003 - December 2005)

> Managed all plant operations and daily production efficiencies of the

second shift with more than 100 production and skilled-trades employees

including maintenance workers, electricians, toolmakers and fixture

builders.

> Mentored 3 Production Supervisors. Reviewed daily build schedules. Held

daily production meetings.

> Worked closely with union officers to prevent and or resolve grievances.

> Organized Lean Manufacturing exercises.

THOMAS M. LARGENT Page Three

Senior Manufacturing Engineer (May 2001 - November 2003)

> Led team of 56 associates including 6 supervisors and 50 skilled-trades

workers in 4 separate skilled-trades departments. Coordinated training.

> Managed tooling projects for manufacturing processes. Requested tooling

quotes from suppliers for internal process equipment. Evaluated and

purchased custom machines.

> Traveled to Germany twice, once for design review and once for the final

runoff of a $1.7 million piece of equipment.

> Coordinated Project Approval Requests for capital money expenditures.

> Tracked customer tooling money, ensuring project remained within budget.

> Worked with 5 other ITT facilities to establish standardized equipment

designs.

Manufacturing Engineer (September 1999 - May 2001)

> Responsible for team of associates including a supervisor and 28 skilled-

trades workers.

> Supervised Facility Maintenance.

> Worked with APQP Teams, reviewing design and process feasibility related

to production.

> Oversaw manufacturing of production tooling and equipment, both in-house

and outsourced.

> Troubleshot production equipment and process problems.

GOODYEAR TIRE & RUBBER COMPANY, Logan, OH October 1988 -

October 1999

Tier 1 supplier of interior trim systems for the automotive industry.

Staff Mechanical Engineer (September 1997 - October 1999)

> Supervised 20 associates in support of Business Center, regarding the

Center's mechanical needs.

> Responsible for facility planning and process layout development.

> Developed and implemented Continuous Improvement ideas that improved

production process and reduced costs.

> Participated in the development and implementation of ISO 14001

environmental management system.

> Coordinated internal and external maintenance to maintain production

facility and equipment.

> Maintained 3 large injection mold machines, 2 $5 million powder-molding

machines, 6 robots ranging from painting to assembly, 3 powdered

assembly lines, 18 urethane foam molds, 12 hi-pressure programmable

water cutters, and a 7-booth paint line.

Staff Designer (October 1988 - September 1997)

> Oversaw manufacturing and implementation of production tooling and

equipment.

> Reviewed design feasibility directly related to plant production

process.

> Corrected plant production problems.

> Prepared purchase orders and related documentation for production

equipment.

AFFILIATION

Tri-County Joint Vocational School Drafting & Design Advisory

Board

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