Tom Devall

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

Daphne, AL *****

251-***-****

abnfi7@r.postjobfree.com

PROFILE

I am a seasoned manufacturing leader with extensive cross-functional

automotive and aerospace experience. I have excellent leadership and team

building skills. I am Passionate and driven to lead a manufacturing

organization's transformation by implementing or enhancing a metrics driven

continuous improvement culture, utilizing team knowledge paired with

Lean/Six Sigma methodologies thus assuring resources are focused,

transformation is efficient and stockholder/customer requirements are

exceeded.

CORE COMPETENCIES:

. Lean Six Sigma Black Belt ? Trainer - ISO requirement

/ Lean Principles

. Continuous Improvement System Implementation ? New Product Launch

Manager - Vehicle Assembly

. ISO Lead Auditor Certification ? PFMEA and Strategy

Implementation (Poka Yoke)

. Turn Around (Teledyne Continental Motors) ? Community Service

(Leadership Mobile)

WORK HISTORY:

Aug 2007 - Oct 2009: Vice President, Manufacturing

Teledyne Continental Motors - Aerospace -Piston Engines and Parts

Mobile, AL - 180 million in annual sales, 300 Hourly Union employees

Parent Company: Teledyne Technologies - 1.6 Billion in annual sales

. Build new and remanufactured general aviation, air cooled, piston

engines and component parts. Responsibility includes: Two plants on

site, Materials, Maintenance, Manufacturing Engineering & Production

of a vertically integrated manufacturing facility. Responsibility for

29 salaried and 300 UAW employees. Processes include machine and heat

treat cylinders, cams, crankcase, crankshaft, rocker arms, and

connecting rods. Manufacturing of fuel and ignition systems. Assemble

and test engines. Market leader with 180 million in annual sales.

. Instituted SQDCM metrics to feed Continuous Improvement System.

Deployed monthly red/green scorecard at business unit level tied to

annual goals. Resulted in monthly performance feedback and improved

intensity at the working level. Reduced overtime 42% while increasing

throughput. Performance as measured by sales per employee improvement

of 11%.

. Implemented Continuous Improvement Program with 742 corrective actions

documented since October '08. SQDCM & problem solving boards

implemented in all manufacturing areas driving support organization.

. Implemented Throughput Management System to identify systemic top five

issues in all manufacturing processes. Improved throughput 8.8% in

five months documented. Implemented new PM system software and

captured logical PM's for all assets. Standardized visual dashboard

report shows PM completion status.

. Maintenance Systems Savings: Analyzed utility drivers. Improved steam

plant efficiency by replacing leaking underground lines. Added

compressor capacity, eliminated city water for AC cooling systems. Re-

negotiated and eliminated service contracts. This effort combined with

improved PM system resulted in 800K annual maintenance budget savings.

. Developed Conditions Per Unit (CPU) and First Time Capability (FTC)

measure for all component products produced. This provides TCM with

standardized quality metrics across all products rolled up to plant

level. Metric added as key quality measure on Supervisor's monthly

scorecard.

. Developed $5M capital plan for 2008. Key equipment adds improved plant

constraint, crankshaft machining, by 38%. Machining center for

crankcase purchased (2.2M) for Lean concept of one-piece flow. Batch

build and buffer inventory eliminated. Customer responsiveness and

quality improvements realized. Engine Build lead time reduced 50% as

a result of Crankcase improvements.

. Exceeded annual profit objectives by 1.5 million (23.5 vs 21), 2008.

. Changed cultural emphasis from top down to bottom up process driven.

The process "speaks" to the organization and the organization answers.

Vice President of Manufacturing - Continued

. 5S system implemented with measurement conducted by Union Safety

committee. Improved measure from 1.4 to 3.2. Significant visual

improvement and workplace organization.

. Visual management implemented in key areas to improve transparency and

highlight abnormalities. Daily stand up meetings around visual

indicators.

. Implemented department efficiency measures based on time studies which

drill down to individual operator performance. Efficiency trend line

available for each operator within the department. Pareto of

operator's efficiency including lost time drivers available for

resolution. Primary Supervisor measurement goal.

May 2007 - July 2007 Director of Manufacturing

Teledyne Continental Motors - Aerospace -Piston Engines and Parts

Mobile, AL - 180 million in annual sales - 300 Hourly Union

Parent Company: Teledyne Technologies - 1.6 Billion in annual sales

. Managed four salaried and 140 hourly Ignitions/Fuel Systems, Assembly

and Test.

. Reduced 1.2 million aftermarket backlog to 200k & resolved delays in

Engine Assembly for Ignition/Fuel Systems products by implementing

kanban strategy for contact assemblies and improvement of Fuel systems

and Ignition Systems planning via visual order placement and

completion wall. Created material shortage travelers on each engines

combined with material shortage summary board for continued efficient

follow up.

. Replaced reactive management with process driven culture via

continuous improvement system identifying top issues with

responsibility, timing and face to face floor review. Access database

documented and visual white board format in each Business Unit.

Scorecard results online for President's review.

. Completed value stream map and overall Lean initiative to improve

throughput and quality capability for contact assemblies. Current

state required 141% of capacity to meet customer demand with 33% scrap

rate. New process eliminated 40% of material movement by creating line

side inventory and operator based inspection. Key equipment purchase

improved scrap rate from 33% to 15% (opportunity still exists at

supplier). Line balance and equipment purchase placed demand at 95%

capacity thus eliminating institutionalized overtime.

2005 - 2007 Area Manufacturing Manager

DaimlerChrysler, Sterling Heights Assembly - Automotive -

Automobiles Sterling Heights, MI - 3.5 Billon annual sales

- 2200 Hourly Union

Parent Company DaimlerBenz AG - 200 Billion

. Responsible for SQDCM metrics. Six salaried & 250 UAW team members

building 70 vehicles per hour.

. Led plant effort to improve First Time Capability off Final Line from

72% to 92% via leadership role driving expectations for mistake

proofing and containment strategies at the workstation.

. Trained and implemented autonomous hourly teams. Tied team leader to

continuous improvement system to resolve issues identified by team

members. Ultimately resulted in plant's first perfect build (a

vehicle every 51 seconds for one full shift of production).

. Implemented numerous error proofing strategies. Assembly area led

corporation with fewest conditions per 100 of all vehicles lines for

DaimlerChrysler Corporation. Significant improvements related to DC

torque tools tied to Automatic Line Stop. Eliminated safety fastener

failures.

. Shainin Green Belt project lead. Resolved body dimensional attachment

location inconsistency with headliner pushpin fastening scheme.

Resolution led to redesign of headliner pushpins from fixed to

floating due to incapability of attachment location related to body

panel secure process.

2002 - 2004 Lean Manufacturing Manager / Plant Launch Coordinator

DaimlerChrysler

Sterling Heights, MI

. Primary Lead role coordinating three model year launches with

Engineering, Production Control, Body, Paint, Assembly and Advanced

Manufacturing Engineering. Ensured process capability while meeting

build requirement. Mentored and developed group of key hourly

employees from each functional area to provide build expertise. Scope

of work for over 500 unique processes and 2200 hourly UAW employees.

. Selected and completed DaimlerChrysler's Lean Manufacturing

Leadership training. Developed three day course. Delivered training

to 200 Salaried and 75 Team Leaders.

1999 - 2001 Process Reliability Manager

DaimlerChrysler

Sterling Heights, MI

. Directed staff of four Industrial, four Tooling and four Quality

Engineers.

. Led all plant areas to first ISO 9001 registration as Plant Champion.

Certified Lead Auditor - RAB.

. Responsible for process capability and efficiency improvements.

Maintained 6% year over year labor reduction.

. Related duties included analyzing field and internal data

(warranty/J.D. Power/Internal Customer Audits), identifying product

and process improvements to effectively address both internal and

external customer issues.

1996 - 1998 Area Manufacturing Manager

DaimlerChrysler

Sterling Heights, MI

. Responsible for all SQDCM metrics, Trim division of Assembly.

. Managed Six Supervisors and 300 UAW employees while ensuring build of

70 vehicles per hour.

. Reduced repair personnel 40% by improving "build in station" quality.

. Utilized Top five pareto data to drive throughput issues resulting in

5% reduction in system downtime.

1989 - 1995 Finance Analyst (pricing and budget)

Chrysler Corporation

Huntsville, AL

. Built cost structure for Burden Centers to apply cost to various

products for competitive pricing.

. Transferred manual burden rate process to Lotus 123 spreadsheet

application.

. Implemented pricing database in dbaseIII to semi-automate pricing

function.

. Prepared capital projects for senior management review and approval.

. Analyzed & reported plant manufacturing performance by burden center.

1984 - 1989 Production Supervisor

Chrysler Corporation

Huntsville, AL

. Supervised 30 hourly in the assembly of General Motors, Ford and

Chrysler electro-magnetic oil sensors.

. Developed accountable scrap system by process operator resulting in a

20% improvement.

EDUCATION

University Of Alabama - Huntsville

Huntsville, AL

Masters of Administrative Science

Management - Human Resource - 3.5 of 4.0

Eastern Michigan University

Ypsilianti, MI

Bachelors of Business Administration

Management - 3.15 of 4.0

REFERENCES

John Oakley - Senior V.P. Manufacturing, Teledyne Continental Motors -

Retired 251-***-****

Michael Lallone - Quality Manager, Case New Holland - 316-***-****

Michael Skolnik - Director of Manufacturing Engineering, Teledyne

Continental Motors 251-***-****

Dr. John Evans - Associate Professor, Auburn University 334-***-****

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