Operations

Tom Semanie

*** ***** ******** ******

Orange, Ca. 92867

Home/Cell: 714-***-**** Work: 949-***-****

Email: ac9hf4@r.postjobfree.com or ac9hf4@r.postjobfree.com

Parker Hannifin Corporation, Control Systems Division

Value Stream Manager -OPSS April 2017 to Present

Manage the Values Stream’s P & L for OEM and Out of Production Spares, including cost analysis and opportunities, product line margins, manufacturing productivity, interfacing with major aerospace customers, provides operational leadership including implementation of lean and creating a culture of continuous improvement.

Accomplishments

Maintain P & L responsibilities for the OPSS $57M Value Stream.

Successfully implemented the Team Improvement Board and daily stand up meetings to assure team communication.

Act as a point of contact, along with PM’s for any CSO or customer related issues and visits.

Work with Contracts, pricing, PM’s on RFQ’s, proposals UCA’s, etc.

Worked with team Q.E.’s to implement regularly monthly problem solving activities and Value Steam Rework reductions and First Pass Yield improvement plans.

Conducted team activity to map current state of the out of production spares quoting process to uncover improvement areas for future state, as well as incorporating a Spares product checklist.

Implemented Spares kick off meetings, to re-introduce Assemblies back into production to minimize delays and improve on time delivery.

Establish the key team metrics and their tracking for Safety, Cost, Quality and Delivery.

Worked with Program Management and customers to implement accelerated production pull in of the Northrop E-2D, GE 414 and Rolls Royce F-35 programs.

Implementing Inventory reduction program with Supply Chain for the OPSS Value Stream.

Working with Harris Consulting on Production/Shop Floor improvement plan, which will increase productivity and throughput and minimize part and people travel for the VS.

Established Team Cross Training Matrix and incorporated into development plans.

New Bedford Panoramex

General Manager – Site Leader April 2014 to March 2017

Manage the site’s multi departmental Operations Organization to support the overall Customer Service, Operation and Production requirements for the Aviation Approach Lighting and Control Systems Business. Responsibilities include: Customer Order entry and interface, Procurement, Supplier Management, Engineering, Field Service, Program Management, Operations – Assembly & Test, Quality, Facilities, Maintenance, Shipping, Receiving, and the Stockroom.

Accomplishments

Maintain P & L responsibilities for the sites operational activities.

Successfully implemented a visual standardized production schedule board with daily stand up meetings to focus on customer deliveries.

Developed standardized repair value stream to increase visibility and improve customer service as well as sales growth

Managed Field Service team on product installations, product upgrades, fielded product trouble shooting, site surveys and technical support.

Work Engineering Manager to create lessons learned database to standardize field service and product problems to assure consistent support and costing.

Increased business by incorporating a process for creating and evaluating products to be added to the Advisory Circular and Government Services Administration markets.

Worked with ownership to partner with Safegate and Excelis to increase business distribution network and develop international markets.

Implemented a process to reduce inventory by focusing on OSMI. Identified and put a program in place to sell over $95K Obsolete Slow Moving Inventory.

Implemented basic Operational metrics for the site focused on Safety, Quality, Delivery and Cost to focus on driving operational improvements

Implemented cost reduction activities on major product families’ that involved defining core competencies and establishing a “buy complete” strategy

Implemented the use of Bar Coding into key areas of production to increase productivity and accuracy as well as reduce manual transactions.

Established a closed loop process for all warranty returns to assure maximum customer service, while minimizing cost impacts to the organization.

Acted a site Quality Manager and led the successful site certification to ISO 9001:2015

Established weekly customer interface telecons and a communication process to assure focused attention among the teams.

Established key customer service and operational metrics to drive improvements throughout the quote to order execution process (Delivery, Quality, Cost, Quote TAT, Sales/Quote hit rate, Customer Surveys)

Successfully led proposal teams on the RRCIU and RLMS contract awards, which exceeded $17M.

Established cross training plan to assure employee development and to minimize business impacts.

Flowserve Corporation, Engineered Products Group

Operations Manager/Supply Chain - Vernon Site January 2012 to March 2014

Manage the site’s multi departmental Operations Organization to support the overall operation and production requirements of the Commercial, Nuclear and Aftermarket Business Units. Responsibilities include: Procurement, Supplier Development, Master Scheduling, Facilities, Maintenance, Shipping, Receiving, Stockroom and Short-Run machine shop

Accomplishments

Successfully implemented a visual standardized production schedule for all major pump projects. These yielded improvements for both production and capacity planning.

Implemented Corporate Rough Cut Capacity Planning tool to the Vernon site.

Supported and implemented all corporate commodity and low cost sourcing (LCS) strategic initiatives into the Vernon operation.

Manage and oversee the site’s over $80M annual spend, with annual sales of $250M+.

Responsible for Low cost /Global sourcing with current activities in Mexico, Korea, China, Taiwan and India.

Implemented an improved Master scheduling process that has allowed the site to improve Master Production Schedule execution level of over 85% from 50% in prior months.

Have reduced over $300K from the Division’s overall inventory level.

Implemented supplier development to team to improve quality of key commodities with impact suppliers

Created and implemented site’s Commodity strategy to support all site business teams.

Implemented Indirect Spend project to generate a 25-30% savings on a $1.2 M spend.

Aerospace Group

Parker Hannifin Corporation, Fluid Systems Division

Operations Manager- Procurement October 2010 to January 2012

Manage a Procurement team with annual spend of 90+ Million dollars. Includes all supply chain responsibilities of mature Production Support, New Product Integration and Development as well as Supplier Development.

Accomplishments

Successfully implemented a standardized supplier visit format that reported and evaluated key criteria. This helped to standardize all supplier visits and allow for true evaluation of the supply base as well as identified areas for development.

Implemented a Casting/Machined complete visibility tool. This help to increase the visibility of all procured items have a Bill of Material associated with it. This improved our on time delivery on these items by making raw material start dates visible in the system.

Responsible for maintaining and reporting key Divisional Supply chain metrics such as Purchased Price Index, Deflation, On- time Delivery and WADPO.

Responsible for Low cost /Global sourcing with current activities in Philippines, China, Taiwan and India.

Operations Manager August 2008 to October 2010

Managed a Multi Departmental Operations Team that incorporates all Divisional OEM and Aftermarket Service Center operations. Responsibilities included; Stockroom, Tool Crib, Receiving / Induction and Shipping. Also acted as the Divisional lead for the Assembly & Test Operations located in Guaymas, Mexico.

Accomplishments

Successfully transformed the Shipping Dept. three unique 1 piece lean flow lines based on type and quantity. This increased productivity by 15 % and reduced overtime by over 13%.

Led the Receiving Team to successfully implement a bar coded advanced ship notification, which reduced the receipt turn time by 3 minutes per transaction.

Implemented wireless PC mobile carts for processing picks in the stockroom. This has increased productivity by 25% and reduced the overtime to an average of less than 10%.

Implemented manual pull process for the Service Center inventory. This has allowed the team to process job pulls from 24-48 hours down to less than an hour.

Successfully led the implementation of both the Fuel and Skydrol test equipment to the Guaymas, Mexico facility. This allowed the team to transition all Skydrol and Fuel testing of all products being assembled in Guaymas, Mexico.

Co-lead and facilitate the execution of the monthly Divisional sales plan, which averages greater than $ 18 million/month

Co-lead the efforts to successfully reduce inventory to 58 DSI.

Reduced the freight charges to the Division in FY09 from $1.1M to $850K.

Lead the A&F Division Integration Team with Parker NAD to transition Fuel Metering unit

Co – lead of the Division’s S&OP process implementation team.

Operations Manager - (A&F MRO Service Center) February 2004 to August 2008

Managed a dedicated Planning, Production Control and Assembly/Test Teams that supported the overall operation of the FAA Part -145 Service Center. Responsibilities included: Material Planning, Scheduling and Shop Floor Control, Inventory, Material Flow, Forecasting, Assembly and Test.

Accomplishments

Developed Product Family Cells to support like Repair/Overhaul value streams and implemented Cost, Quality, Delivery and Safety key cell metrics

Achieved a 16.5 Day or less Average TAT since July 2006, with no less than 55% of the jobs shipped in 20 days or less.

Increased the execution of the monthly Military MPS from 63% to over 88%

Acted as key POC with CA’s on Customer inquiries, delays, expedites. Etc.

Achieved a record of over $ 108 M in FY07 sales, with a DNE of over $ 50 M.

Created an established key metrics in the areas of MPS, Capacity, TAT, Inventory and Repair Cells to manage the overall Service Center business.

Successfully reduced the Inventory level from $ 14.3 M to $ 12.8 M since Jan. 2007

Successfully transitioned ownership of the Focused Forecasting System, MPS and Capacity Planning from CSO Central Division.

Led the monthly forecasting meetings with CSO Program Managers, Planning and C.A.’s to assure material requirements were in line with customer demands.

Work with OEM Materials Team to establish a Kanban system for key commodities to support repairs.

Established daily RSC reviews to increase part flow and minimize product delays.

Created both the Daily Cell Work Schedules and Operating Guidelines to establish standard work methods within the cells.

Service Center achieved EASA 145 certification as well as Pratt & Whitney Supplier Gold

Knowledge and operational experience working within FAR Part 145 and Part 21 environmental requirements

Business Manager – Pneumatics Airframe Team May 2002 to February 2004

Managed a dedicated Business Team with P&L responsibilities that produced a Pneumatics product line for both OEM and Aftermarket Customers. Responsibilities included: Material Planning, Sustaining Engineering, Contracts, Customer Service, Quality Engineering and Manufacturing Engineering, as well as Assembly and Test.

Accomplishments

Acted as POC for customers included within the Airframe Team product family.

Successfully led team to reintroduce the 36E144 ATS back into spares production. This program represented over $800K/ month in sales for the Division.

Participated as a member of the Negotiation team on several follow on programs for the team which included B-1, Northrop & Boeing F-18, C-17, Shamban, F-15K. F-16 and F-22.

Worked with the Lean team to transform the A&T area into 5 unique Product Family Flow Cells.

Established key relationships with Key Customers: Boeing, Sikorsky, Shamban, UTC, Northrop, etc.

Experienced OEM Sales growth from an avg. of 1.4M/month to an avg. of 2.5 M/month, while in the position.

Responsible for the Execution of the entire Pneumatic Team’s monthly Sales and MPS commitments.

Responsible for the management of the Team’s Inventory levels.

Successfully transitioned 6 Pneumatic Valves to the Guaymas Assembly facility.

Successfully integrated the CSD Ogden Engine product line into Air & Fuel Assembly/Test.

Hydraulics Group

Parker Hannifin Corporation, Hydraulic Accumulator Division

Plant Manager September 2000 to May 2002

Managed a dedicated manufacturing facility with overall P&L responsibilities for the Division. Responsibilities included: all bladder and diaphragm manufacturing, Machining, assembly, test, inspection, procurement, material planning, quality engineering, chemical laboratory, production control, sales order processing and administration.

Accomplishments

Have moved from Zero to Two Hundred and thirty-four Part Numbers running on Kanbans in the facility.

Achieved 100% On-Time delivery for all orders during the month of December, 2001. This set an all time Divisional record for on time shipping performance.

Decreased monthly late backlog dollars from $49,000 to $0.00, as recorded 06-01.

Decreased average lead-time from 4.16 days to 2.39 days.

Increased the average on-time delivery performance from approximately 75-80% to 94.7%.

Achieved ISO 9001 certification for the Santa Fe Springs facility.

Eliminated flat stock processing for Anti-Extrusion rings and converted to extruded lug. This reduced scrap costs by $12,000/yr. and reduced labor by over 50%.

Achieved zero late orders within the first 6 months of the assignment.

Successfully implemented a Kanban system for the fifteen highest usage stem and retaining ring P/N’s in the preparation and priming areas. This prevented stock outs and reduced inventory levels on an average of 10 – 20 %.

Reduced overall bladder production scrap from an average of $17,388/month to $2370/month.

Implemented a Nitrogen generation system to eliminate purchased Nitrogen. This represents a $16,000 annual saving to the plant along with an increase in floor space of 156 sq. ft.

Increased productivity from an average of $159.98 per labor hour to an average of $220.41 per labor hour.

Aerospace Group

Parker Hannifin Corporation, Customer Support Division (MRO/Aftermarket Service Center)

Manufacturing Engineering Manager April 1998 to September 2000

Manage a 17-person Manufacturing Engineering team consisting of Assembly, Test, Machining, Tooling and Detail component for new and remanufactured product for the FAR-145 Service Center. In addition, provided direct management support to 70-person re-manufacturing facility that includes machine shop, production control, quality and design engineering personnel.

Accomplishments

Implemented the parts evaluation process to assure all products reach the shop floor with approved work instructions, R-tag and process sheet, which increased first time throughput by 75% and decreased cycle time by 25-30 %.

Successfully incorporated the ABEX new product line into the Division’s manufacturing organizations.

Reduced Manufacturing Engineering TAT from an average of 45 days to an average of 4 days.

Implemented Repair and Salvage data an all detail component standard travellers to eliminate 9 to 11 days TAT per part.

Reduced average overall cell TAT by approximately 40%

Manufacturing Engineer/Manifold Cell Supervisor September 1995 to April 1998

Accomplishments

Provided leadership and manufacturing technical support to cell personnel regarding machining, inspection, tooling, processing, and sub assembly operations.

Achieved 50 to 60 % reductions in cell re-manufacturing cycle time on selected P/N’s within manifold product line.

Created the Manufacturing Engineering Operations Manual.

Successfully integrated the M.E. Department into the Customer Support ISO 9000 program.

Implemented the Manufacturing Engineering routing desk offload program that increased productivity 50% and reduced work volume by 70%.

Implemented Repair and Salvage data within standard travelers to eliminate 10 to 15 days TAT per part on all manifold products line.

Quality Engineer July 1991 to September 1995

Accomplishments

Created and maintained quality manuals for both the Civil Aviation Authority of China and the Saudi Arabian Government.

Successfully implemented a satellite repair station at Parker’s Control Systems Division.

Lead Customer Support’s corrective action and Material Review boards.

Performed and managed all the Division’s Aerospace Group Quality Audits.

Created and managed the Division’s GIDEP alert system.

Operated within a FAA FAR Part 21 and 145 Repair Station Environment.

Education

Master of Business Administration Degree - University of La Verne

Bachelor of Science Degree Engineering Technology – Manufacturing Engineering

California State University at Long Beach

Environmental Hazardous Materials Technology Certification –Golden West College

Completed class series for APICS Certification in Production and Inventory Management (CPIM) On site at Parker Hannifin.

Six Sigma Green Belt Certification ( In Progess)

Lean Practioner Certified

Parker Lean Boot Camp Certified

NQA-1 10 CFR part 50 appendix B, Nuclear Quality Lead Auditor Certified

AS9100 and ISO 9001:2008 Auditor Certified

Skills

Knowledge and experience with several PC software packages (Microsoft Office and others

Knowledge and experience with BAAN, AMAPS, MSS and EPICOR MRP/ERP systems.

Knowledge and experience with IBM mainframe computers

Use of most office machines and general Inspection equipment

Knowledge of materials, processes, ANSI 14.5 and G,D & T/Blueprints

References –Available upon request

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