Management Manager

THOMAS E. JENNINGS

*** ******* ***** *******, ***** Carolina 28164 704-***-**** *************@*****.***

SUMMARY

A visionary and driven OPERATIONS MANAGEMENT LEADER with a proven domestic and global track record of maximizing resources,

streamlining production while increasing profit and output margin. Skillful at empowering employees, highlighting individual aptitudes

while encouraging collaboration. Combines expert orchestration of vision, global strategy, and diagnostic analysis into executable

tactical plans. Paves the way for continued corporate success, with strong work ethic, leadership by example, approachability, and

consistent commitment.

Policy Deployment Engagement Process Lean Manufacturing

Six Sigma & Kaizen Methodologies Process Control Capacity Planning

Procurement & Sourcing P&L Management Asset Reliability

KEY ACCOMPLISHMENTS

Business Diagnostics: Conducted financial gap analysis and performance gap analysis across multiple facilities. Utilized issue-based

problem-solving technique in conjunction with other analysis tools to develop operational value at stake and path forward plans.

Profitability: Delivered results in EBITDA and RONA through improvements in various operational levels. Collaborated with

commercial excellence and sourcing on diagnostic analysis and workshops. Right-sized finish goods and raw material as part of working

capital reduction.

Network Optimization: Designed and developed centers of excellence, aligning products to best asset. Optimized facility layout and

material flow to free up floor space. Oversaw facility consolidation. Increased asset utilization, asset availability, and yield.

Strategy Deployment: Cascaded long-term breakthrough objectives into annual business unit objectives. Developed and cascaded

monthly targets from annual objectives. Ensured linkage of targets at shop floor aligned with annual objectives.

Operational Excellence Design: Identified appropriate Lean manufacturing tools for any given situation and business. Implemented

Six Sigma and statistical analysis as part of variation reduction and R&D. Pushed for best practices through Kaizen workshops.

Performance Management Implementation: Developed daily management process measuring and tracking KPIs. Created "Gemba

walk" methodology. Developed communication plan for weekly and monthly operational performance review sessions.

Employee Development: Developed training plans in support of best practice implementation. Pushed decision making down in

organization. Involved employees in daily operational discussion.

EXPERIENCE

C A R A U S TA R I N D U S T R I E S, Austell, Georgia

Vice President of Operational Excellence, 2010-2013

Developed vision and methodology within star business system for enterprise-wide Operational Excellence platform, encompassing both

union and non-union facilities. Directed activities of five Continuous Improvement Managers.

Through the OPEX engagement process, identified total network value at stake of $76,000,000 from 2010 to 2013.

Partnering with plant personnel, captured $21,000,000 of identified network value at stake since 2011.

Institutionalized fundamentals of Operational Leadership such as daily management of KPI’s; Visual Factory to pace

production; Gemba Walks; Safety and 5S audits; Kaizen participation and fostering collaboration across functions for speed of

problem solving and implementation of solutions.

During plant diagnostics, worked intimately with Plant Management to identify financial (P&L) and performance gaps, build

consensus, rank and prioritize, implement quick wins and develop path forward plans.

Through application of Lean Sigma, oversaw improvements in key operational levers, including waste reduction of direct

materials, gains in OEE, labor efficiency increase, reduction of energy consumption, and improvements in other conversion

costs and CAPEX justification.

In collaboration with Plant Managers, updated plant budgets as a result of diagnostic findings and improvement targets.

Participated in monthly financial and performance reviews at “C” Suite and Business Unit levels via variance reports.

Collaborated with Sourcing on two engagements and captured $1,400,000 value at stake

Performed R&D and Six Sigma processes to identify new revenue and additional cost reduction opportunities of $2,000,000

across two business units. Collaborated with sales on revenue side to develop value proposition for customers.

Thomas E. Jennings, Page 2

A C C E N T U R E, Charlotte, North Carolina

Operations Consultant Manager, 2007-2010

Led client engagements sub-team activity composed of both Accenture and client personnel. Successfully implemented Operational

Excellence solutions to increase production and cut cost at Fortune 500 and other private operations through intensive diagnostics, close

partnership with senior executives and plant management, comprehensive tactical planning, and implementation of Lean Sigma

operational best practices. Achieved improvements in both union and non-union facilities.

Achieved $11,000,000 in direct cost savings for customers and $20,000,000 of productivity improvements.

Coached client management in the fundamentals of Operational Leadership such as daily management of KPI’s; Visual Factory

to pace production; Gemba Walks; Safety and 5S audits; Kaizen participation and fostering collaboration across functions for

speed of problem solving and implementation of solutions.

Worked with Industrial Mining & Machining client to increase facility capacity, productivity, and performance

management.

Reduced cost and revised strategies for purchasing and procurement, decreased manufacturing footprint, and boosted

productivity at luxury durable goods client.

Raised productivity of warehouse operations, increased productivity of manufacturing, and implemented performance

management at convention show organizer.

Partnered with company in corn-milling industry to increase capacity on product lines with unsatisfied demand. Targeted cost

reductions in maintenance and production.

G R E E N F I B E R, Charlotte, North Carolina

Corporate Manager of Lean Manufacturing, 2005-2007

Led continuous improvement transformation culture across fourteen sites through application of Lean Manufacturing and Reliability

Excellence practices. Delivered over $2,000,000 ROI in direct cost reduction. Supervised eight direct reports, with budget responsibility.

Participated in monthly performance review with “C” Suite and weekly Operations review.

Integrated environmental compliance regulations into production and maintenance 5S audits.

Cut #1 rework, bad seals, by $175,000 per month.

Improved output by 12%, attaining highest levels in company history.

Increased skill level of production supervision and maintenance through comprehensive total productive maintenance and daily

management effort.

Conducted Kaizen events on chemical application process: Total Productive Maintenance and SPC.

Conducted EHS Kaizen events in coordination with the EHS function which included 5S and review of procedure alignment

(internal vs. federal vs. state vs. local comparisons) which included Hazmat.

I RW I N I N D U S T R I A L T O O L S, Huntersville, North Carolina

Divisional OPEX Manager, 2002-2005

Held responsibility for implementation of Lean manufacturing and performance management across four union and non-union plants.

Supervised eight reports in matrix structure, with budget responsibility. Participated in monthly performance review with business unit

management and weekly operations review.

Held responsibility for successful implementation of Operational Excellence best practices across four plants and delivered

$17,000,000 in direct cost savings. Instituted daily management of KPI’s, Gemba walks, Safety and 5S audits; implemented

cellular manufacturing throughout divisional sites that were paced to demand and tied to pull systems; reduced supplier defects

on snip and quick-grip lines by $17,000 per month; Lowered OSHA recordable accidents from 80 in 2002 to 55 in 2003 across

two facilities.

ADDITIONAL EXPERIENCE

D A N A H E R T O O L G R O U P, Gastonia, North Carolina, Danaher Business System Manager, 2000-2002. Documented 28% reduction in

lead time from manufacturing to packaging operations. Increased output from 800,000 per day to record 1,200,000 per day. Reduced

cold former and grinder changeovers by 50%. Eliminated rework process with Six Sigma and eliminated Z-level WIP by 100%.

Improved delivery to Sears from 95% to 98%. Oversaw metal forming, machining, heat treat, plating, and packaging.

B O E I N G C O M M E R C I A L A I R P L A N E S, Tulsa, Oklahoma, Manufacturing Engineer, 1997-2000. Oversaw manufacturing engineering and

production control for 747 and 737 fuselage and wing assemblies.

N O RT H R O P G R U M M A N, Palmdale, California, Manufacturing Engineer, 1989-1997. Led final assembly production on B-2 program.

EQUIPMENT AND PROCESS EXPERIENCE

Thomas E. Jennings, Page 3

A S S E M B LY O P E R AT I O N S

Northrop Grumman, Boeing Aerospace, Irwin Industrial Tools, Brunswick Boat Division, Joy Mining and Machining

M E TA L S H A P I N G

D A N A H E R : National Cold Formers, grinding, stamping (marking)

Irwin Industrial Tools: Blanking, National Forging ( Maxi 2500), grinding

PROCESSING

Danaher and Irwin Industrial Tools: wheelabrate / vibratory, brazing, heat treat (case hardening), plating (chrome bath via rack and

barrel)

PULP & PAPER

Caraustar: Paper milling operations

Caraustar: Paper sheeting, printing, die cutting, finishing

PACKAGING

Danaher, Irwin Industrial Tools and Caraustar: automation (Big Ben and Little Ben), manual cells paced by operators, manual cells paced

by conveyor, blister packs, automated bundlers.

CHEMICAL APPLICATIONS

Green Fiber: fire retardants of boric acid, ammonium sulfate and pelletized zinc.

Caraustar Milling Operations: Major Functional Chemicals (aluminum sulfate, calcium carbonate, clay, starch), Major Process Chemicals

(surfactant de-foamer, talc)

Caraustar Adhesive: polyvinyl alcohol, starch, universal de-foamer, preservative, phosphoric acid and boric acid (exact specifications are

confidential)

E D U C AT I O N

UNIVERSITY S O U T H E R N C A L I F O R N I A, Los Angeles, California, M.S., Systems Management, 1992

OF

E M B RY -R I D D L E A E R O N A U T I C A L U N I V E R S I T Y, Daytona Beach, Florida, B.S., Aviation Management, 1986

C E RT I F I C AT I O N S

Luftwig & Warren Danaher Six Sigma Black Belt Master Black Belt

Boeing Lean Manufacturing Certificate

Northrop Grumman Manufacturing Engineer Associate

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