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Manager Sales

Troy, Ohio, 45373, United States
January 31, 2018

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Thomas W. Blackton, III **** Laurel Creek Drive

Troy, Ohio 45373


Cell: 937-***-****


Accomplished executive skilled in the development and operation of lean factories. Proven track record of leading teams to revitalize operations, drive quality improvements, increase profits, control costs, expedite products to market, and achieve genuine results.


Plant Rationalizations

Continuous Process Improvements

Organizational Leadership

Six Sigma Black Belt / Lean Methodologies

P&L Management

Strategic Vision & Mission Planning

Manufacturing Operations

Capital and Workflow Optimization


Edgewell Personal Products, Sidney, OH 2008 – Present

Manufacturer of Wet Ones and Diaper Genie products with sales of $160million, part of Edgewell Personal Care with sales of 2.6 Billion.

Technical Manger, 2008 - Present

Management. Manage the process engineering and environmental/safety engineering at 2 facilities with an emphasis on lean manufacturing and capital/workflow optimization. Provide support in the following 2017 financial goals: zero recordable accidents; achieve .7M in controllable cost savings; plan, prioritize, and manage capital plan; support a 10% increase in OEE; manage and support Small k program (2000 submittals); and manage a restage for the Wet Ones brand.

Capital Projects

Developed, justified, and implemented a plant consolidation project that reduced our footprint from 3 plants to 2. Eliminating an assembly and distribution center. ($1.4MM savings).

Developed, justified, and implemented Wet Ones Canister Shrink Sleever and Net Weight filler/capper ($600M savings).

Performed the FAT at both the vendor and plant for the Wet Ones canister line automation ($333M savings). Helped develop and train the standard work specifications.

Developed and purchased equipment to automate our Wet Ones tray line ($295M savings). Performed the FAT at both the vendor and plant. Helped develop and train the standard work specifications.

Developed, justified, and installed equipment to automate our Wet Ones Singles line ($1.2MM savings).

Developed, justified, and installed equipment to automate the winding and cutting of our canister log ($610M savings).

Developed and justified equipment change from a corrugated shipper to a pad and shrink wrap on our Canister product. ($530M savings).

Developed and justified equipment to move to generic shippers. This project reduced the need for 95 shippers to 30 shippers, and eliminated the space to store of those shippers.

Lean Projects

Worked with Plant team to develop a 5S and Small k program. Exceeded plant goal three years running, leading all Energizer Personal Care facilities.

Worked with Plant team to develop Kanban’s and Pull zones.

Developed and trained multiple Energizer facilities on the use of the A3 document.

Thomas W. Blackton, III

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Masonite Corporation, Tampa, FL 2006 – 2008

Manufacturer of interior doors and entry door systems with sales of $2.5 Billion

Director of Corporate Process Engineering, 2006 – 2008

Management. Direct the process engineering functions at 11 interior door facilities with an emphasis on lean manufacturing and workflow optimization. Provide divisional support in the following 2008 AOP goals: zero recordable accidents; achieve 1.6M in lean sigma savings; exceed 97% fill rates; achieve 16M in

controllable cost savings; three additional plant consolidations; and support for needed Kaizen and Black Belt projects.

2007 AOP accomplishments include: lean manufacturing/workflow optimization projects saving in excess of 1.6M and two plant consolidation projects resulting in 11.2M in savings.

Flexcel (Subsidiary of Kimball), Fordsville, Ky 2005 – 2006

Manufacturer of Office Furniture with annual sales of $120M

Plant Manager of Office Furniture Production, 2005 – 2006

Management. Managed a three shift, 350 employee facility with full manufacturing responsibilities. Worked with engineering, quality, and production control to achieve a 99.5% on-time delivery percentage. Used lean manufacturing techniques that reduced the overall lead time (4 days to 3 days), improved quality (out of box audit rejects from 3 out of 5 to 1 out of 5), and reduced in-process inventory (30%).

Airstream (Subsidiary of Thor), Jackson Center, Ohio 2003 – 2005

Manufacturer of Motorhomes and Travel Trailers with annual sales of $100M

Manager of Motorhome Production, 2003 – 2005

Management. Managed Motorhome Facility with full P&L responsibility. Reduced overall manufacturing space by 50%, while increasing production 50% (Sales from $1.2 million/month to $3.0 million/month). Used lean manufacturing techniques to start up a new Interstate Van motorhome product line. And designed a new facility for the motorhome product using lean manufacturing methodology.

Crane Pumps & Systems (Subsidiary of Crane Co.), Piqua, Ohio 1998 - 2003

Manufacturer of residential, commercial, and industrial pumps with annual sales of $110M

Plant Manager, 2000 – 2003

Management. Managed Manufacturing Facility with full P&L responsibility and a $41.1M budget generating $69M in sales. Developed plan using lean methodology to create focused factories. Reduced manufacturing indirect expense by almost $50K from $180,000 budget, increased sales by 15% over budget, and increased gross margins from 26.70% (year 2001) to 33.97% (year 2002).

Continuous Improvement. Restructured purchasing, scheduling, quality, engineering, and supervision for a manufacturing facility. Introduced the lean concepts of synchronous manufacturing and Just-In-Time deliveries which increased shipments, improved first pass yield, while not affecting customer deliveries. Shipments increased from $3.5 million to $5.7 million, recorded a 98.8% first pass yield, and continued to ship at a 92% on time rate (98% on time including 1-5 days late).

Cost Reduction. Consolidated three manufacturing facilities into one. Reduced overall headcount, eliminated 60,000 sq. ft. rented building, sold another 200,000 sq. ft. building, and completed the transition without adding any brick or mortar. Decreased inventory and manufacturing expenses by $450,000.

Thomas W. Blackton, III

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Manager of Manufacturing Engineering, 1998 - 2000

Process Redesign. Directed the introduction of ISO 9000 compliant work procedures into the machining and assembly plants. Observed each operation, determined best method, and created written work procedure with pictures. Procedures improved first pass yield, and reduced the time to train an employee.

Engineering Leadership. Led a Kaizen event in the Basin Department which resulted in plant specific floor space reduction of 49%, work in process inventory reduction of 67%, and lead time reduction of 50%.

Senior Manufacturing Engineer, Lau/Tomkins, Dayton, Ohio 1993 - 1998

Manufacturer of OEM, commercial, and industrial fans and air moving equipment with annual sales of $18M.

Managed from inception the development of a major project for a new manufacturing facility. Authored justifications for $6M plant replacement, cellular manufacturing, and capital equipment. Negotiated with the State of Ohio, City of Englewood, and the contractor resulting in annual savings of $2M.

Aerovent, Inc./ subsidiary of Asea Brown Boveri, Piqua, Ohio 1990 - 1993

Manufacturer of commercial and industrial fans and air moving equipment with annual sales of $24M.

Commodity Manager, 1992 - 1993

Manager of Manufacturing Engineering, 1990 – 1993

Focused Factory Team Leader, Square D Company, Lexington, KY 1981 - 1990

Manufacturer of electronic distribution equipment, load centers, metering devices, and safety switches with annual sales of $500M.


Lean Black Belt Certification in Six Sigma and Lean Methodologies, Crane University, Stamford, CT

Master of Business Administration (MBA), Xavier University, Cincinnati, OH

Bachelor of Science (BS), Industrial Engineering, Millikin University, Decatur, IL

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