WAYNE "TOM" RAY

** ******* *****, ***********, ** 39402

ablweg@r.postjobfree.com

Home: 601-***-****, Cell: 601-***-****

SENIOR OPERATIONS MANAGER - QUALITY AND PROCESS IMPROVEMENT SPECIALIST

With a unique blend of financial and operational experience including

supply chain, warehouse distribution, engineering, procurement, change

management, and quality process improvement.

PROVEN RESULTS

. Improved bottom line financials for small business ($12MM Sales).

Increased profit margins from 18% to over 25%. Reduced Operating

Expense by over 20% in 2 yrs and increased inventory turns from 4 to

over 7.

. Administered Lean Six Sigma coaching and training to over 450 Federal

Employees. Training and Facilitation included Commanding General and

staff. Year One implementation resulted in financial impact of over

$1.5MM in verified results.

. Led all key continuous improvement strategies (identifying, tracking,

follow-up and driving to completion) for Aerospace business unit of

Fortune 500 Company. 5 year cost reduction of over $26MM

. Led implementation of Lean Six Sigma process improvement activities

from opportunity identification and execution to one year follow-up.

Hands on facilitation in over 100 improvement workshops.

. Developed and led implementation of Sales and Operations Planning for

major manufacturing facility. Integrated methodology into total Value

Stream management, reducing lead times and cost.

EDUCATION AND CERTIFICATIONS

B.S., Mechanical Engineering, 1992

University of Alabama, Tuscaloosa, AL

. Certified Six Sigma Master Black Belt, George Group, 2006

. Certified Six Sigma Black Belt, General Electric, 2001

. Certified Six Sigma Green Belt, General Electric, 1998

. Certified in Production and Inventory Management, APICS

. Certified Lean Implementation Leader and Facilitator, Deltapoint for PPG,

1997 (Shingijutsu)

PROFESSIONAL EXPERIENCE

TYLER TOOL COMPANY, Tylertown, MS 2008 -

Present

Operations Manager

Manage lumber tool manufacturing and tool distribution divisions, including

business process improvement/redesign, operations cost management,

financial operations, technology assessment and system selection, risk

management, and sales and marketing strategies.

. Improved bottom line financials for small business (30 Employees, Annual

Sales of over $14MM); Profit margins improved from 18% to over 25%.

Operating Expense reductions of over 20% in less than 2 years.

. Designed, Developed and Manufactured new innovative products for the

power tool industry.

. Created Customer Service/Sales team that increased phone sales by 150%

and improved customer feedback ratings.

. Decreased Inventory by over 1/3 ($1,800,000) and increased inventory

turns from 4.3 to over 7.

. Doubled Government Sales within 12 months. Initiated GSA Schedule for

small business.

. Developed analytical techniques to manage online advertising (Google,

Yahoo, Shopping Sites) cost. Return on Ad Dollar Spent (ROAS) measured to

maximize return on cost allowed.

. Improved efficiency in machining area. Improvements allowed the

reduction in shop hours by over 20% with no negative effects on customer

needs or quality.

ANALYTICAL SERVICES, INCORPORATED (A.S.I.), Huntsville, AL

2005 - 2008

Six Sigma Master Black Belt - Lean, Six Sigma, Supply Chain

Responsible for guiding Space & Missile Defense Command (SMDC) and Aviation

& Missile Command (AMCOM) Lean-Six Sigma initiative, including leading

value stream optimization workshops & rapid improvement events, identifying

supply chain improvements and mentoring the Six Sigma Blackbelts in the

command.

. Provided Lean Six Sigma Executive Level Training for AMCOM Commanding

General and Staff

. Coached new Master Black Belts in Lean Six Sigma Deployment

. Developed course content and instructed Lean Six Sigma Green Belt

training to over 450 federal employees, including associates at

Letterkenny Army Depot, PA and Fort Rucker, AL

. Developed the Lean Six Sigma Black Belt training material, provided

instruction and mentored 15 Black Belts at AMCOM. Black Belt project

results at over $1.5M financial impact during the initial year of

execution.

. Facilitated strategy and planning meeting for the Commanding General and

his staff

. Key leadership role in the Supply Chain Working Group improvements. Led

site visits to OEM and raw material suppliers to improve lead times.

PPG INDUSTRIES Huntsville, AL

2001 - 2005

Global Quality Process Improvement Manager, Aerospace Business Unit,

Huntsville, AL (2004-2005)

Responsible for driving continuous improvement strategies and

implementation for the North American manufacturing and distribution

centers. (4 mfg. sites and 8 U.S. distribution centers.)

. Facilitation of all key continuous improvement initiatives; tracking,

follow-up and driving to completion. 1st quarter of 2005; 49 projects

totaling a direct cost impact of over $500,000

. Lead role in insuring Aerospace Business Unit Strategy and improvement

initiatives were aligned. Involved over 65 business initiatives with a 5

year reduction in cost to serve of over $26MM.

. Directly involved in planning, implementation or tracking of all projects

(over $3.8MM documented cost savings)

. Heavy focus on Supply Chain Performance Improvement. Direct tools used

include lean (Kanban & Pull systems), APICS (ERP development &

implementation) and Six Sigma (Simulation & Modeling), ISO

Certifications.

. Led Development and Implementation of new Sales & Operation Planning for

Huntsville Site ($133MM Sales)

Continuous Improvement Manager, Aerospace Transparencies, Huntsville, AL

(2001 - 2004)

Directly responsible for all continuous improvement activities in the

Huntsville site, including initiating the continuous improvement strategy

and communicating the plan driving implementation. Role included 3 direct

reports.

. Implemented Six Sigma process in manufacturing and design. Developed Six

Sigma Training and personally trained over 40 engineers. Training (40

hrs) followed by the completion of required projects.

. Design for Six Sigma (DFSS) process was benchmarked from GE and was

successfully used to satisfy requirements from customers (Boeing, Airbus)

regarding risk management in the design process.

. Drove implementation and project completion on over 10 projects in 2004

with savings over $1MM. Range of initiatives other than Manufacturing

that include Accounting (Account Receivable reduction), Storeroom (turns

and labor), Purchasing (supplier performance), and Design (1st Article

Process)

GENERAL ELECTRIC, Louisville, KY

1998 - 2001

Design Team Leader (2000-2001)

. Managed all aspects of the engineering design changes for the 2003 model

year change. Led team from systems engineering (scope) through Design

Confirmation phase. Included 10 direct reports. Acted as functional

Black Belt by managing all Six Sigma aspects of new design. Rated as a GE

"A" player in 1999 & 2000.

Lead Design Engineer, Product-Cost-Take-Out (PCTO) (1998 - 2000)

. Directly responsible for over $1MM in Product Cost Take out projects.

Coordinated from project scope through implementation. Direct

involvement with purchasing, manufacturing and marketing.

PPG INDUSTRIES 1993 -

1998

Lean Manufacturing Implementation Leader, Huntsville, AL (1997 - 1998)

. Facilitated 32 Rapid Improvement Workshops and conducted Lean training

for all Huntsville technical and hourly employees (over 400). Overall

Results from workshops include Plant Productivity increasing by 20%,

Inventory reductions in excess of 35% and customer delivery performance

improving from 58% to 88%

Process Improvement Engineer, Huntsville, AL (1995 - 1997)

. Led area teams to identify opportunities for improvement and provided

resources and technical knowledge to implement solutions. Key projects

included Tooling improvements to reduce scrap, oven equipment upgrades to

improve product consistency, technology advances to allow process

employees to measure and improve product results.

Maintenance Engineer, PPG Industries, Lake Charles, LA (1993 - 1995)

Responsible for providing technical expertise and project planning

resources for the maintenance of all production equipment for primary

area of chemical plant.

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