LAWRENCE V. THOMPSON

*** **** ****, *****, ** ***69

478-***-**** Cell abntcn@r.postjobfree.com

OPERATIONS EXCELLENCE

Results-oriented, detailed, hands-on change agent with comprehensive experience and project success with multiple sites

and multiple operations as a Continuous Improvement Manager that is willing to relocate and travel. Skilled in internal

controls, audits, and streamlining procedures, through optimizing manufacturing operations. Able to resolve complex

problems, lead critical corporate goals and build applications to achieve growth objectives. An adept strategist who

identifies issues to reduce variation and eliminate wastes initiatives that improve processes and profits. Possessing

proactive leadership capable of motivating project teams with backgrounds in union and non-union environments,

through providing a wide range of interpersonal skills to encourage and instruct others. Experienced in working with

and supporting senior leadership goals, while possessing the ability to communicate and develop strategies that turn

concepts into action plans. Effective professional, whose job requires frequent interactions at all levels and across all

disciplines within a company. Well versed in presentations, public speaking and listening communication skills.

Driving Lean & Six Sigma Principles Spearheading Improvement Initiatives Lead Green Belt Training

Project Management Experience Coaching and Mentoring Communication Skills

CAREER ACCOMPLISHMENTS

Perdue Farms, Inc.

The first of five Continuous Improvement Managers companywide hired to start and establish a Lean culture and proof of

concept in Perdue Farms.

Established Key Process Indicator (KPI) Boards in 100% of the production departments and 85% of the support

departments.

Started weekly management walks, introduced start up checklists and shadow boards as a visual management tool to the

poultry industry, created 5S and Operation/Maintenance down time root cause analysis teams.

Implemented data analysis of high-speed baggers to establish base line improvements between teams on different shifts.

Validated company Black Belt and Green Belt Certification classes.

Savings through Continuous Improvement initiatives for fiscal year 2009 exceeded $326K with $750K expected in 2010.

Developed SWOT analysis for the entire production and support departments, which is tied to the key initiatives for 2010.

Worked with Quality Assurance Department to identify, track and reduce foreign material findings.

Trained classes in 5S, Root Cause Analysis, Kaizens and Perdue Business Improvement Process.

Hitchiner Mfg. Co., Inc.

Developed and deployed a departmental 6S training program that selected one shop floor employee per

department as a Single Point Accountability “SPA” point of contact for other members of their department.

Each 6S member established daily 6S scoring and weekly updates to the Division General Manager.

Targeted more than $30 million in back orders, while leading operations teams in scheduling, casting, shell building and

waxing by establishing lean manufacturing best practices, cycle time reductions, DMAIC principles, TPM, OEE and 6S to

improve process efficiency and drive cultural change.

Coached and led Total Preventive Maintenance (TPM) teams in two divisions and three separate plants from inception.

Initiated “Point of Use” cabinets with Kanban cards for production and maintenance employees.

Established and delivered Overall Equipment Effectivity (OEE) data and daily electronic tracking as a measurable process

for departmental uptime graphs for weekly trend analysis.

Instituted Minitab in-house training for all engineers and managers throughout the company. This was implemented every

four months over sixteen months.

Directed Kaizens for both operational and transactional mandates. No Kaizens were accepted without mandate reviews,

team member agreement, leader and sponsor identification.

Implemented Layered Process Audits in departments that involved Group Leads, Supervisors, and Managers.

Defined Six Sigma Close Out project documentation and hand-off material for Quality Department audits.

Researched and project managed a turnkey YAG LASER gate removal system. Second in this industry and a first for

Hitchiner. This allowed 12 abrasive saw operators and 15 de-burring operators to relocate to other internal jobs.

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Pepsi Cola Co.

LAWRENCE V. THOMPSON

Managed an 85,000 square foot distribution warehouse, 36 employees, and annual inventory of 40 million

dollars, which had over 1000 sku’s and serviced a customer base of 1,000 stores in six states.

Championed a mandatory employee-stretching program to reduce accident frequency rate by 15%.

Initiated an employee hiring committee for the warehouse team and directed employee meetings.

Achieved top operations manager for warehousing in a national (32 Location) PFS GAP analysis

Maintained the company’s fourth lowest breakage and spoilage cost of 0.0096 dollars per cube for one year.

Received PFS Pro Star Award February 22, 1996.

PROFESSIONAL EXPERIENCE

PERDUE FARMS INC. – PERRY, GEORGIA October 2007 to May

2009

Continuous Improvement Manager

• Continuous Improvement start up operation, proof of concept for company standardization.

• Established processes for daily shift reviews between all shift supervisors, production management and support

operations that contributed to the greatest financial increase ($35M) for any plant in Perdue for 2007-2008.

• Safety and Turnover reductions were recognized as the best improved from prior year for any plant in Perdue.

• Implemented the Safety Ticket Opportunity Process (STOP) to inform shop floor associates of plant wide near

misses, safety issues and accidents. The Perry facility was the first to have 100% employee training.

XOMOX CORPORATION – CINCINNATI, OHIO

Operations Excellence Manager 2006 -

2007

• Responsible for planning and execution of all Kaizen events and Lean activities in the largest plant of the

Fluid Handling Division.

• Team Leader for Global Industrial Diaphragm Valve revitalization project, reporting directly to the CEO of Crane

Co.

• Responsible for both Manufacturing Engineers and Maintenance Departments.

• Back filled Plant Manager’s position (Operations Manager) until replacement was hired.

HITCHINER MANUFACTURING CO., INC. - MILFORD, NEW HAMPSHIRE 2000-2006

Continual Improvement Specialist, U.S. Operations 2006

• Developed 6S training procedures and instructed every department in the Gas Turbine Organization (GTO).

• Implemented Layered Process Audits (LPA’s) in GTO Shell making process.

• Facilitated root-cause project analysis for a finishing cell that was experiencing random casting defects of excess

metal on parts, DMAIC methodologies yielding $190,000 annualized savings.

• Cultivated Best Known Practices in GTO via videotaping and Quick Change Over/ Fast Trac Set-Up Reductions.

Continual Improvement Manager, Ferrous Division 2004 -

2005

• Improved Ferrous foundry uptime from 78 to 86 percent and throughput by 10 percent.

• Increased throughput by 10.6 million dollars (33%) in eight months, while on temporary assignment to the Gas

Turbine Division and reporting directly to the President of the Hitchiner.

• Overhauled Process Engineering shop floor instructions by standardizing terms, photo layouts and key word

language translation for the multi ethnical diverse work force.

Six Sigma Black Belt, Ferrous Division 2002 -

2004

• Saved $1,078,000.00 annualized for an investment casting ceramic insert wax die damage project.

• Started Measurement System Analysis (MSA) implementation for Rough and Final Inspections in two plants,

and training methods to increase test scores. Inspection area was decreased by 60% and two employees.

• Managed the Division’s Cost Avoidance (Re-Focus) Teams, defined project close outs and Process Owner

Hand-off procedures for all Green and Black Belt projects.

• Directed Overall Equipment Effectiveness (O.E.E.) tracking in multiple departments.

• Coordinated Statistical Software and Green Belt training for two divisions.

• Resolved Ferrous Division’s Re-Claimed Wax Department blending issues, decreased manpower and increased

throughput.

LAWRENCE V. THOMPSON

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Corporate Manager, Manufacturing Systems Engineering 2000 -

2002

• Initiated, directed and coached all Total Preventive Manufacturing (TPM) classes for the Ferrous division in all

plants. Shell Robot Machinery up time was increased from 77 to 94 percent.

• Introduced water-welding technology to wax assembly, which increased operator air quality and assembly rates.

• Project lead on research, development and implementation of Programmable Logic Controller (PLC) data

storage and retrieval program for maintenance and engineering.

• Assisted in defining, coordinating and implementing the company’s KANBAN product flow system.

• Member and advisor to both the Corporate Technology Council and Corporate Leadership Council since 2001.

While Attending Graduate School:

CALIFORNIA STATE UNIVERSITY, CHICO - CHICO, CALIFORNIA 1998 -

1999

Graduate Instructor- ITEC 100 - Occupational Health and Safety

SEL-TECH AERO-SPACE MANUFACTURING - CHICO, CALIFORNIA 1997 - 1999

Quality Assurance Inspector

ANDERSON & ASSOCIATES - CHICO, CALIFORNIA 1997

SPECTRA-PHYSICS LASERS - OROVILLE, CALIFORNIA

Buyer/Planner/Expeditor

PROFESSIONAL EXPERIENCE

(Continued)

PEPSI FOOD SERVICES (PFS) - PORTLAND, OREGON 1994 - 1996

Operations Manager

• Oversaw warehouse, shipping and receiving operations at one of 32 food distribution centers for Pepsi Co.

• Maintained operational performance during ice storms that crippled the transportation industry for three days in

the Portland, Oregon area and surrounding towns. Meeting deliveries for 6 adjoining States.

• Sustained transport loading and operational integrity during an electrical power outage that lasted more than 34

hours.

PEPSI COLA - EMERYVILLE, CALIFORNIA 1993 -

1994

Operations Supervisor

• Restructured route truck loading process for a thirty-seven percent efficiency increase.

• Participated in period end restructuring and implementation.

• Adapted warehouse layout for seasonal changes.

PEPSI COLA - FRESNO, CALIFORNIA 1991 - 1993

Production Supervisor

• Responsible for prototype product tooling design, development, manufacturing, delivery and start up.

• Promoted the use of two-way radios between production line workers and fork lift operators for increased

productivity.

• Project lead for start up recyclable packaging bulk sixteen-ounce production line.

• Researched new production line equipment for line expansion and facility line layouts.

• Supervised all bottle and fountain production lines.

EDUCATION

• Lean Value Systems – Windsor, Connecticut 2005

• Kaizen Certification

• Six Sigma Academy - Scottsdale Arizona 2002

• Six Sigma Black Belt

• CALIFORNIA STATE UNIVERSITY CHICO - Chico, California

o Masters in Manufacturing, Masters in Production Operations Management (ABT) 1999

o Bachelor of Science, Industrial Management 1991

LAWRENCE V. THOMPSON

• Certified Investment Casting Technologist 2002 and Manufacturing Technologist 1991

References Provided Upon Request

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