Manager Manufacturing Engineer

Jason Thomas

**** * ** ****** ****, Fountaintown, IN 46130

E-mail: ***************@*****.***

Phone: 317-***-****

EXECUTIVE PROFILE

Accomplished, technologically advanced manufacturing engineer with operations, leadership, quality, CNC machining, assembly, test, automation, critical thinking and common sense decision making across multiple sites and geographies. Exceptional project/process execution with data driven results focused on multi-million dollar capital machine/automation expenditures, equipment re-processing/building/re-tooling, plant/line layout, and process improvements utilizing LEAN Six Sigma techniques. HIGHLIGHTED SKILLS

Six Sigma • Lean Implementation • New Product/Process Development

ITAR Compliance • Project Management • Program Management

LEAP • Product Line(s) Site Transition Leader • FMEA• Multiple Cutting Tool Training Certifications EDUCATION

BS, Industrial Engineering Technology - 1997

Purdue University ~ West Lafayette, IN

AS, Machine Trades Technology - 1995

Vincennes University ~ Vincennes, IN

PROFESSIONAL EXPERIENCE

O’Neal Manufacturing Services ~ Shelbyville, IN, December 2014 to Present Corporate Technology Manager – Machining, May 2015 to Present Responsible for leading all facilities in tooling, machine selection, complex component processing, quoting, and fixturing as it relates to CNC machining. Assisted, led, and coached manufacturing engineers at each facility that were dotted line to me.

Developed, promoted, and implemented machining strategy for eight OMS facilities

Implemented tooling technology redirection and national contract vending in four facilities resulting in tooling cost reductions of 52% or $1M year over year savings

Promoted, procured, and implemented $600K “New Technology” machining cell, decreasing changeover times by 60%, decreasing cycle times by 50%, and improving part to part throughput by 30%

Executed multiple fixturing, tooling procurements and implementations resulting in a minimum of 20% cycle time reduction to a maximum of 80%

Operations Manager, December 2014 to May 2015

Responsible for leading all facilities in CMMS Software implementation and rollout

Negotiated national contracts for four large MRO suppliers

Led and managed one maintenance and one administration technician

Assisted facility Purchasing Managers and assistants with MRO reductions and software issues Navistar ~ Indianapolis, IN, 2010-2014

CNC Operations Machining Manager (Pure Power Technologies-Foundry Operations), 2013-2014 Oversaw procurement of $5M in machines and equipment, fixture and tooling design, implementation, production, maintenance, quality, and engineering in casting machining

Led and managed shifts with six operators and two maintenance technicians

Developed and implemented tooling, programming, fixtures, and all required documentation Sr. Special Projects Engineer (Advanced Manufacturing Engineering), 2010-2012 Responsible for prototype development for emissions reduction exhaust gas treatment system. After this project was cancelled assisted with startup and development of a $50M 15 liter cylinder block machining line in Huntsville, AL

Provided leadership and guidance on prototype assemblies with a long term production facility in mind

Developed various techniques to process prototype canisters with Product/Design Engineering

Established stable block machining processes and tooling implementations

Procured and implemented new fixturing/tooling in truck assembly plant in Mexico CIM Systems ~ Noblesville, IN, 2007-2010

Operations Manager

Oversaw all aspects of automation projects from design, build, runoff, and installation of all projects

Led and managed four mechanical and five electrical engineers in design, fabrication, assembly, and installation of automation / robotic projects in North America, $2–$3M in sales

Supported Marketing/Sales with customer requests, quotes, and negotiations for new / existing / preventative maintenance and reliability projects for new and existing customers

Oversaw all aspects of customer satisfaction of new and/or existing projects from beginning to integration implementation

Navistar ~ Indianapolis, IN, 2000-2006

Engineering / Maintenance Manager – Steel Components (Indianapolis Engine Plant), 2004-2006 Responsibility for leading manufacturing engineers

Led and mentored seven manufacturing engineers who performed continuous improvement projects and provided production support for three machining lines for a volume of 330K engines per year

Directed nine maintenance managers who directed 60 union skilled trades across three shifts and three manufacturing lines

Championed cross functional teams for reducing the number of recurring reliability failures and quality improvements eliminating a $3M customer defect and reducing scrap by 30% on heat treating operation utilizing the majority of Six Sigma tools and processes, Lean Manufacturing, and Reliability Centered Maintenance practices

Sr. Manufacturing Engineer (Advanced Manufacturing Engineering), 2003-2004 Leader for the company in Crankshaft machining at multiple facilities

Developed and implemented the vision, design, purchase, and implementation of a new $15M Crankshaft Machining Line (Facilities, Automation, Machinery, Gauging, Process Development, Layout)

Reduced manpower and operating/maintenance cost for a new crankshaft rough end machining line by 30%, increasing throughput by 40%, and decreasing scrap by 15%

Researched, developed, and installed new process equipment at various locations across the US and support to China and Mexico

Manufacturing Engineer (Indianapolis Engine Plant), 2000-2003 Leader of process improvements, maintenance, production, and quality on specified areas of crankshaft machining line

Responsible for FMEA, Process Work Instructions, Control Plans, Gauging Certifications, etc.

Performed various continuous improvement projects utilizing six sigma tools (PDSA, Design of Experiment, Pareto, Fish Bone, 5 Whys, Minitab, P charts, and Process Capability, etc.) to reduce scrap, rework, reliability, and quality process improvements, on a variety of processes and equipment. These projects combined saved 14% in scrap, 20% in rework, and estimated $2.5M in warranty claims PROFESSIONAL DEVELOPMENT

Six Sigma Green Belt Allied Signal 1998

Six Sigma White/Yellow Belt Navistar 2013

Lean Manufacturing Navistar 2011

FMEA Certification Navistar 2006

LEAP Certification O’Neal 2016

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