Manufacturing / Operations Manager
Resume:
Thomas McNally ** Grove Park Circle
accc8f@r.postjobfree.com Cartersville, GA 30120
Manager - Manufacturing Operations / Supply Chain
A proven, operations professional with multi-site operational
management and supply chain experience. Vast cross-functional business
knowledge including: P&L, operations, supply chain management, maintenance,
Safety, Health & Environmental systems, lean manufacturing and team
building. Excellent leadership, change management and employee development
capabilities. Formally educated in organizational management and training
systems design and management.
Summary of Professional Experience:
. Fifteen years of experience in manufacturing businesses and strategic
operational areas. Established record of performance in all aspects of
manufacturing and supply chain operations.
. Widely agreed upon reputation for excellent interpersonal skills, high
impact continuous improvement and results oriented turn around
strategies, utilizing teams to achieve objectives and deliver results.
. Responsibilities have included multi-plant operational and supply
chain management in a $3.0 billion corporation, P&L and supply chain
management of a $26 million business unit and operational management
of three manufacturing and distribution sites.
. Business experience includes assignments in high-volume automotive
assembly and machining, "Greenfield" manufacturing site start-up, and
custom blending and packaging of dry goods, as well as various
internal support and business consulting roles.
Professional Experience:
Elementis Specialties, plc [ELM] 2013 - Present
A $750 million global manufacturer of specialty chemicals and advanced
materials with 400+ employees at 2 primary manufacturing sites.
Plant Manager - Oxide, Elementis Chromium
. Operational responsibility for a $40 million business unit, managing
an $8 million operating budget and $2.5 million annual capital budget.
Leads all activities involving Safety & Environmental,
Manufacturing, Maintenance, Engineering and Project activities for the
Site, including production scheduling, purchasing, warehousing and all
associated operations.
. Created rapid change utilizing hands on approach to plant management
with a view to implementing best practice, establishing and developing
a high performance team, and creating a culture of continuous
improvement.
Racemark International, LLC 2010 - 13
A $26 million global manufacturer of specialty accessories for US and
European Automotive manufacturers,
Operations Manager, Racemark International, LLC
. Responsible for directing all aspects of Production, Supply Chain,
Purchasing, and Customer Service for a $26 million business unit with
operating locations in 2 states.
. Immediate turnaround impact resulting in on time delivery increasing
from 37% to 87% in 6 months time, while reducing a 2.5 month backlog.
. Re-engineered demand planning and scheduling, while directing launch
of new "cloud based" ERP system.
TrainingRx, LLC 2009 - 2010
A personal and organizational development company that assists businesses
and individuals to achieve improved results through Strategic Business
Planning, Organizational Development and Coaching.
Principal Developer
. Developed 3 Year Strategic Plan and Business Forecast for non-profit,
health care organization providing patient navigation services for
cancer patients.
. Organized and implemented Strategic Plan for non-profit, youth
leadership development organization providing science and leadership
development education to young adults.
Rockwood Specialties [NYSE:ROC] 2005 -2009
A $3.0 billion global manufacturer of specialty chemicals and advanced
materials with 10,000+ employees and over 100 locations in 30 countries.
Operations Manager, Southern Color, North America
. Responsible for directing all aspects of Operations, Manufacturing,
Supply Chain, Purchasing, and Customer Service for a $26 million
business unit with operating locations in 3 states.
. Immediate turnaround impact resulting in EBITDA performance improving
6% during 40+% changes in manufactured volume.
. Re-engineered demand planning and scheduling, converting entire system
to Build-to-Order while reducing lead time 40%.
. Integrated dissociated functions into one team resulting in
significant (72% to 98% on time shipments) customer service
improvement, allowing for sales growth.
. Improved Safety at key site, reducing accidents by 85% in 1 year,
while standardizing SH&E systems at all locations.
. Developed and implemented Environmental Management System (multiple-
site) auditable to ISO14001 standard, enhancing community image and
reducing waste processing costs by 28%.
Delphi Automotive [NYSE: DPH] 1999-2005
. A $22.3 billion global manufacturer of automotive parts and
components, this company employs 169,000+ worldwide, with 50,000+ in
North America.
Manager, Supply Chain Management, Needmore Rd. Operations 2004 -2005
. Responsible for development and execution of all aspects of supply
chain strategy.
. Direct operational responsibility for shipments to 23 General Motors
Assembly Operations in North America, as well as Tier 2 suppliers and
outside processors.
. Lead executive responsible for $35 Million total inventory
(Production, WIP, and Indirect), $8 Million logistics spend, and
operational budget of $19 Million.
. Initiated an inventory planning and reduction process with the primary
result of improving coordination, integration, and working capital
reduction of 23%.
. Re-engineered the cycle count and physical inventory process, with
quantifiable reduction in variance of over $10 million.
. Developed a comprehensive set of metrics to monitor buyer performance
in the key areas of working capital / inventory, on-time delivery, and
scheduling.
Manager, Facilities and Maintenance, Needmore Rd. Operations 2003-2004
. Lead operations executive responsible for strategy, budget
performance, and management of process equipment and facilities at 1.3
million square foot automotive components plant with a combined
salaried and skilled trade's hourly workforce of 400+.
. Direct operational responsibility for two manufacturing plants with an
operating budget of $31 Million.
. Developed and negotiated "zone maintenance" concept, utilizing cross-
functional teams to conduct preventative maintenance, troubleshoot,
and repair environmental systems, increasing overall equipment
efficiency by 40%.
Area Manager, Brake Caliper Machining & Assembly, Needmore Rd. Operations
2001-2003
. Responsible for execution of production schedule supplying brake
calipers to 23 General Motors Assembly operations in North America,
meeting ship windows and managing quality issues from problem
identification to resolution.
. Managed combined salaried and hourly workforce of 350+, performing
machining and assembly operations in high-volume plant, leading the
execution of objectives resulting in elimination of waste, reduced
cost of manufacturing, and 15% improvement in pieces produced per hour
worked in 4 months.
. Reduced recordable injury rate from 8.3 to 5.4, in a two year period,
as well as minimization of restricted duties resulting from ergonomic
injuries. Recognized for Excellence in Care for Worker's by UAW Local
696.
. Re-designed cell layout, improving pieces produced for hours worked by
50% while maintaining volume and quality; achieved successful run-at-
rate within 10 line shifts.
. Designed and implemented standard procedures for lot control of all
aluminum caliper housing machined for assembly. Successful
implementation resulted in efficient, timely identification of suspect
material and elimination of any defective material being shipped to
customer; reducing cost of claims by $87,000 in first year.
Lean Manufacturing Consultant, Chassis Division, Delphi Automotive Systems
1999-2001
. Responsible for design and implementation of Delphi Manufacturing
System (DMS); conduct front-end analysis, develop standardized
processes and strategic interventions in support of lean manufacturing
operations in Delphi Automotive Operations worldwide.
. Designed and implemented a Training Operating System for a high-volume
manufacturing facility that empowered managers and employees to assess
and plan for training directly impacting business goals and
objectives.
. Developed and implemented system of standard work documentation and
audits, resulting in improved quality, reduced scrap costs, and more
efficient operator performance.
Ford Motor Company [NYSE:F] 1997-1999
A $270 billion global automotive manufacturer with 245,000+ employees, with
85,000+ in the U.S.
Process Consultant, Launch Planning & Training, Ford Motor Company,
1997-1999
. Conduct front-end analysis; develop standardized processes and
training delivery systems for new vehicle launch programs in support
of Ford Automotive Operations worldwide.
. Provided assessment, planning and launch coordination for production
area managers implementing a Plant Operating System in pursuit of
"zero defect" environment, utilizing principles of visual factory,
total preventative maintenance, ergonomics and safety to eliminate
waste and improve performance to budget.
. Negotiated revision of on-the-job performance evaluations for skilled
trade apprentices, training 400 journeymen in level four evaluation of
performance, evidenced by 25% reduction in scheduled equipment
maintenance downtime.
Specialized Training:
. Training Needs Analysis (Ford Motor Company: World Training &
Development Center)
. Lean Manufacturing (Delphi Automotive Systems US Manufacturing
Academy)
. Problem Solving / Decision Making (Kepner Tregoe)
. Personal Effectiveness /Time Management (Covey Leadership Center)
. OSHA : Practical Loss Control Leadership (DNV)
Education:
. Associate of Applied Science, Mechanical / Electrical Technology,
Community College of the Air Force
. Bachelor of Science, Vocational Education Studies, Southern Illinois
University
. Masters of Arts, Organizational Management, University of Phoenix[pic]
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