GM, Plant Manager, Project Manager, Engineering / Maintenance Manager

Tom Petschke Jr.

**** ***** **** **. *********, KY 40014 *****@***.*** Cell 276-***-**** / Home 502-***-****

SUMMARY

Over twenty-four years of manufacturing experience gained in the Aviation, Automotive, Consumer Products, Oil & Gas, and Heavy Truck business sectors. Results-driven leader with a track record of improving safety, quality, delivery, and cost metrics. Strong leadership skills that cultivate a teamwork environment focusing on system improvements.

EDUCATION & TRAINING

Masters in Business Administration – The University of Iowa, 2002 – Iowa City, IA

B. S. Mechanical Engineering - Clarkson University, 1993 - Potsdam, NY

A. S. Engineering Science - Erie Community College, 1990 - Buffalo, NY

Cooper Industries Manufacturing Training Program, 1995

Allied Signal & MasterBrand Cabinets Six Sigma training for managers

Principles of Lean Manufacturing, Virginia’s Philpott Manufacturing Extension Program

Toyota Production System (TPS) - Working directly with Toyota Production System Support Center (TSSC)

COMMUNITY INVOLVEMENT & ENTREPRENEURSHIP

Owner / Inventor, Petschke Pick, LLC – Patent pending Bourbon Barrel Toothpicks & Skewers

Kentucky State Certified Firefighter, Volunteer Firefighter for Ballardsville Fire & Rescue, Ballardsville, KY

South Oldham Rotary Club / President, Martinsville, VA Rotary Club 2007 - 2008

Vice President and past Treasurer, North Ridge Farms Home Owners Association, Crestwood, KY

Usher & Property Committee member, Holy Trinity Lutheran Church, LaGrange, KY

EMPLOYMENT HISTORY

Sypris Technology, Louisville, Kentucky 11/08 – Present

Senior Project Manager

Recruited to Sypris Technologies to direct highly visible, strategic projects. While reporting directly to the Division President & Vice President, responsible for key project metrics including: financial, timing, and customer relations.

Key Achievements:

Facility Consolidation and the Relocation of Manufacturing Operations:

oManaging the transition of manufacturing operations from Louisville Kentucky to Toluca Mexico.

oSuccessfully led the relocation of industrial trailer axles from Kenton Ohio to Morganton North Carolina ahead of schedule, within the $6.3 million budget, and without a quality escape.

oNegotiated the sale of $4 million dollars of equipment with revenue exceeding the goal by 15%.

oOrganized the launch of the relocation of military data recorders from Colorado to Florida.

New Product Launch:

oSypris Ultra - Axle Shaft patent number 9,266,395: On the design team and listed on the patent. Project Manager leading the forging and machining production launch into three manufacturing facilities.

oForging of heavy truck transmission pinions in the Louisville plant with annual sales of $22.5 million.

oAsked by our customer to step in as the Program Manager on $4 million worth of new business.

Operations Manager, Machining:

oImproved key plant metrics using CI tools while documenting process standards.

MasterBrand Cabinets Inc. 1/02 – 10/08

MasterBrand Cabinets Inc., Martinsville, Virginia 8/04 – 10/08

Plant Manager

Recruited to help lead the plant start-up in Martinsville, Virginia. At start-up, worked with cross-functional teams consisting of members from other semi-custom plants and central engineering. Production Preparation Process (3P) was utilized to establish process flow, equipment requirements, and the plant layout. I was responsible for the manufacturing operation with five direct reports, 210 production associates, and annual sales of $30 million.

Key Achievements:

Achieved the plant start-up goal of March 1, 2005.

Established a safety culture that drives results through near miss reporting and employee involvement.

Improved plant performance by utilizing OEE (Overall Equipment Effectiveness) to manage daily operations and to establish support department priorities.

MasterBrand Cabinets Inc., Richmond, Indiana 1/02 – 8/04

Plant Manager

Joined MasterBrand Cabinets as the Plant Manager of their semi-custom kitchen and bathroom cabinet plant with annual sales of $45 million. Responsible for the manufacturing operations from receiving through shipping with twelve direct reports and 240 production associates represented by the United Steel Workers union. Daily manufacturing volume was 1,300 cabinets per day.

Key Achievements:

Successfully led the utilization of Lean Tools to improve key metrics.

Reduced the number of union grievances in 2003 by 23% by building productive relationships and actively working with the production associates and union leadership.

Cooper Industries which was purchased by Federal Mogul 6/93 – 1/02

Federal-Mogul Ignition Products – Champion Spark Plugs, Burlington, Iowa

Business Unit Manager – Metalworking 5/00 – 1/02

Recruited to implement Lean Manufacturing principles into the automotive Champion spark plug plants. Responsible for manufacturing at two metalworking plants operating on three shifts with nine direct reports and over 200 production associates represented by the UAW. Daily manufacturing volume was 600,000 for each of the following spark plug components: shells, center wires, and studs. The annual budget for the metalworking operation was $12.5 million.

Key Achievements:

Cultivated an environment where the metalworking team worked together to implement world-class visual shop floor controls while utilizing JIT, Lean Manufacturing, Constraint Management, Kanban, and 5S principles.

Implemented a Kanban system that defined SWIP, provided visual controls, and cut work in process by 50%.

Successfully implemented a new plating process while supporting customer demand.

Federal-Mogul Aviation Inc., formerly Cooper Industries Champion Aviation Inc., Liberty, SC

Business Unit Manager - Machining, Ceramics, Power Supply, Leads, and Exciters 10/97 – 5/00

Earned the promotion to Business Unit Manager after the successful completion of the plant relocation. Responsible for the manufacturing and engineering functions related to the aviation component and assembly departments.

Key Achievements:

Reduced the annual tool crib cost by 10% with the implementation of an integrated supplier.

Reduced scrap and cycle times in the machining department by justifying, procuring, and implementing new electronic drilling machines, vertical machining centers, and CNC turning machines.

Led the implementation of 5S principles throughout the plant. Trained cross-functional teams in 5S.

Cooper Industries Champion Aviation Inc., Weatherly, PA

Project Manager 9/96 – 10/97

Asked to manage the relocation of the manufacturing operation of power supplies and lamp banks from the union plant in Weatherly, Pennsylvania to the non-union plant in Liberty, South Carolina.

Key Achievements:

Managed the $1.5 million relocation within budget while satisfying customer deliveries.

Led Kaizen events designed to establish work cells in the South Carolina plant layout. Successfully integrated teams with union employees from the Pennsylvania plant and non-union employees from the South Carolina plant.

Achieved the certification of power supplies manufactured in Liberty South, Carolina by personally working with the leadership team and engineers at the Navy test facility at Patuxent River, Maryland.

Cooper Industries Champion Aviation Inc., Liberty SC & JOY Turbo Compressor, Buffalo, NY

Cooper Industries Manufacturing Training Program 6/93 - 9/96

Aviation Ignition Systems and Industrial Turbo Compressors

Recruited into Cooper Industries’ prestigious Manufacturing Training Program upon graduation from Clarkson University. The program involved four six-month assignments in two different business segments and locations. My four assignments were in the following disciplines: Manufacturing Engineer, Quality Engineer, Master Scheduler, and Production Supervisor. Each assignment was structured with measurable objectives and project deadlines. Formal performance reviews were conducted every three months. These work assignments were supplemented by corporate workshops in a classroom setting with other training program participants. The workshops were organized to teach the latest manufacturing concepts and practices, leadership skills, and financial management.

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