Thomas R. Woods, MBA & MET

***** *. ******* **., ****** IL 61018

Email ac2f3x@r.postjobfree.com Ph. # 502-***-****

General Management - President -Vice President Operations

Manufacturing professional with a documentable record of meeting/exceeding corporate objectives within the automotive subassembly, metal stamping, fabrication and machining operations from small privately held to large multi-divisional $100M operations. Facilitator/mentor of high performing self-directed work teams that consistently and dramatically improved systems/processes and profitability.

Core Competencies

Profit & Loss

Business Strategy

Multi-Plant Operations

Problem Solving

Plant Assessment/due diligence

Greenfields / turn arounds

New Product Introduction

Expansions / Consolidations

Union & non-Union

Fabrication & Assembly

Environmental & Safety

Continuous Improvement

Lean Manufacturing

Six Sigma, Green Belt AS9100

ISO9001/QS 9000 &

TS 16949

Key Performance Indicators

Mentor/Training /Development

MRP / ERP Systems /

Microsoft NAV & SAP

EDUCATION

BOWLING GREEN STATE UNIVERSITY, Bowling Green, OH

Master of Business Administration, December 1998

YOUNGSTOWN STATE UNIVERSITY, Youngstown, OH

Bachelor of Business Administration March 1992

FANSHAWE COLLEGE, London, Ontario, Canada

Metallurgical Engineering Technologist January 1983

PROFESSIONAL EXPERIENCE

TRISTAR METALS, Freeport, IL February 2014 to June 2017

Multi-location service organization providing engineered products supported by its own domestic mill.

SR. VP & General Manager; Reporting to the President, CEO & CFO. TriStar is a non-union wire drawing and annealing operation, processing Stainless Steel and Nickel alloys for the Fastener, Aerospace and Industrial markets.

Responsible for P&L, building self-directed work teams, and tasked with taking a young wire manufacturing entity and implementing state of the art Lean Principles and manufacturing process systems.

Improved operational systems through employee engagement and the development of KPI’s that impact the bottom line. Productivity, as measured in lbs. processed per employee has increased a full 50% (from 250 lbs. / man-hour to 375) while maintaining less than 1% customer returns.

Fostered employee empowerment improving morale dramatically in the first three years.

Reduced Recordable Injuries by 300% over three years.

Implemented 5S, hour by hour production tracking and electronic scoreboards (Andon) in addition to several Kaizen activities focused on our bottleneck production areas.

Achieved ISO 9001 certification and subsequently, AS 9100 certification under my direction.

THOMAS R. WOODS PAGE 2

MITEC POWERTRAIN; Findlay, OH Sept 2010 to February 2014

(A division of Mitec Automotive Group, Headquarters - Eisenach, Germany)

Privately held German owned company, first U.S. plant to build and manufacture balance shaft systems.

President/General Manager; Full P&L responsibility for Operations, Process Development and

Financial performance.

Successfully introduced two new balance shaft systems, with zero defects, for the U.S. and Chinese Automotive markets that led to promotion of President of the North American division of Mitec Powertrain Operations in 2013. Implemented TS 16949 Quality Systems concurrent with ramping up production volume in a brown field start up.

KASLE STEEL, Jefferson, IN April 2004 to Sept 2010

General Manager of Kasle Metal Processing (KMP)

Initially hired to manage a Class A surface, blanking operation in Flint, MI, promoted in ten months to GM of a new division in Jeffersonville IN. (Kasle Metal Processing). Responsible for all aspects of the operation of a $20M toll processor, producing Class A exterior body panel blanks for Ford, General Electric and GM. Developed and deployed a business strategy to include Toyota, Honda and other non-automotive applications.

Awarded the Supplier of the Year Award from AK Steel in November of 2008 and again in 2009.

Reduced variable costs by $1M on same base of sales 2006 compared to 2007, increased revenue by $2M in 2008.

Lead the TS 16949 Quality System implementation and received certification in April 2006.

Led the launch of a new ERP system within the Jeffersonville facility.

Reduced Recordable Injury by 50% in FY 2007.

OXFORD AUTOMOTIVE, Troy, MI October 2002 to April 2004

Global supplier of automotive frame and closure systems,

$1B in sales worldwide, $400M in NA.

Plant Manager; Greencastle, Indiana (July 03 to April 04)

Ran largest stamping, welding & subassembly plant in NA operations group, $120M sales, 400 employees.

Plant Manager; Corydon, Indiana (Oct 02 to July 03)

Responsible for P&L and all aspects of operations including new program launches.

Reduced labor variance by 20% in six months and secured $12M in new business which would require an expansion of the Corydon facility.

Instituted Lean Principles with initial results showing an increase in through-put of 4 assemblies per hour or an increase of 13% on our main assembly line.

Established a budget mentality through a weekly cost tracking tool to alert managers to unfavorable spending trends early enough to drive corrective actions.

Corydon was recognized by Saturn Springhill as the Most Improved Supplier for 2003.

SEYMOUR TUBING, Seymour, IN Feb 2001 to October 2002

A Japanese owned automotive tubing supplier with $100M in cut to length and tubular component sales.

General Manager - Manufacturing Operations/Production

Managing work force of over 300 employees with a focus on efficiency and productivity goals and cost reduction activities. Responsible for all aspects of the operation including; Maintenance, Engineering, Quality, and Safety.

Instrumental in QS 9000 certification.

Lean (Khan-Ban) initiative successfully implemented with 40% reduction in WIP.

Reduced cutting tool costs by 38% over prior year.

Accomplished 15% productivity improvement over 2001 levels.

Reduced recordable accident rate by 58% from the previous year.

THOMAS R. WOODS PAGE 3

PTC ALLIANCE (formerly PITTSBURGH TUBE COMPANY) 1996 to 2001

A $400M international steel tubing manufacturer providing tubular components for the OEM automotive markets.

Plant & General Manager - Richmond, IN & Fairbury, IL Divisions

Responsible for production, union relationship/contract negotiation, product development, growth, organizational structure and implementation of cost reduction projects, coordination of new product launches and the accuracy of cost estimating for new products.

Operational lead in acquisition of a tube mill in Germany, completing transition in 3 months on site.

Reduced manufacturing costs by 9% over 1998 levels.

Increased productivity by 20% over 1998 performance.

Sales growth of 44% over 1998 levels and an additional 25% in 2000.

Profit improvement of 800% in 1999 and an additional 100% increase in 2000.

Increased on-time delivery from 80% in 1998 to 97% in 2000 through lean manufacturing techniques.

Developed and implemented production performance measurement system (OEE).

Quality Manager; Darlington, PA

Achieved IS0 9000 and QS 9000 certification in 18 months.

MIDWEST STAMPING COMPANY, Bowling Green, OH 1993 to 1996

Ford Motor companies’ largest minority stamping supplier with sales of approximately $50M. Capabilities include progressive and single station stamping, welding, and assembly.

Director of Quality - Bowling Green, OH, Edgerton, OH & Sumter, SC

Primary responsibility for the development and implementation of quality systems to support QS9000 requirements.

Managed customer relationships, coordinated corrective actions and problem solving activities.

Installed as interim plant manager for the Sumter SC. facility to reverse unionization attempt.

Developed and trained all management personnel in effective problem solving skills.

Led the QS 9000 certification effort resulting in all three divisions receiving QS certification on their first attempt.

Led company efforts toward ISO 9001 registration.

Filled the role of Plant manager of the Sumter, SC operation during the launch of several components for the Ford F-150 pick-up in four different assembly plants.

ROCKWELL INTERNATIONAL 1985 to 1993

$3B international manufacturer of heavy duty suspensions, drive train and brake systems for class eight trucks

and off highway equipment.

Supplier Quality Assurance, Warranty Engineer, Quality Manager & Project Manager

(Tilbury Ontario, Troy Michigan, New Castle Pennsylvania & Centralia Illinois)

Held progressively more responsible positions within the organization.

Reduced Warranty costs for the Brake division by 40% in 1991 based on design change suggestions, following a field investigation of brake component performance.

Developed a Statistically based skip lot sampling plan for Tilbury operation which reduced receiving inspection labor by 35%.

Regained Ford Q1 award for the New Castle facility in 1992 after it had been lost for serious quality performance concerns one year earlier.

IMPERIAL CLEVITE, St. Thomas, Ontario, Canada 1983 to 1985

$20M automotive supplier of powder metal gears and transmission components.

Metallurgical Technician, Production Supervisor (St. Thomas Ontario Plant)

Worked two co-op work terms during college and was hired upon graduation, in a recession.

Interests: Auto Racing, Art, Computer Software

Citizenship: Canadian & American Citizen

Ability to travel & relocate throughout the United States or Canada

References available upon request

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