Plant Manager, GM, Dir of Ops

Tim J. Caldwell

**** *. ********* **.

Ozark, MO 65721

Phone: 417-***-****

E Mail: *********@*********.************@*********.************@*********.***

OPERATIONS MANAGEMENT PROFESSIONAL

Senior manager with 20 years of manufacturing and leadership experience. Years of continued growth and proven leadership abilities.

Technical background allows for innovative problem solving and “out of the box” thinking. Results driven and lead by example.

Excellent interpersonal skills and team building capabilities. Very successful in leading cross-functional manufacturing teams to achieve

results.

EXPERIENCE

NorthStar Battery Co. LLC: 2007 – 2014

Plant Manager (Springfield, MO) 2009 - 2014

Directed all operations (Production, Materials, HR, Engineering, Quality, EHS, and Maintenance) for a highly automated, 318,000 square

foot facility that produced high performance lead acid batteries with $210M in annual revenues that supplied over 120 countries around

the world with ISO 9001 and 14001 certifications.

• Led and developed staff of 20 salaried and 200 hourly employees to achieve agreed upon company goals and objectives.

• Drove down costs and increased efficiencies in labor, quality, materials, and operational expenses using 6 Sigma and LEAN

principles.

• Reduced line changeover time from 8 hours to under 1 hour increasing capacity by 17% per week.

• Defined and steered projects to reduce manufacturing scrap costs by 35%.

• Developed and managed yearly Expense and CapEx budgets to meet sales forecasts and improvement needs.

• Established staffing levels to ensure operations goals were met and that capital equipment was optimally utilized.

• Created “safety first” culture with employees. Led EHS department to first time achievement of 400+ days without a lost time

accident and reduced recordable incidents by 80% over prior year.

• Coached and mentored high potential and low performers focused on succession planning and promoted many to higher roles.

• Identified bill of material issues through data analytics and reduced monthly material variance from 8%+ to 1+% (~$70k).

• Established relevant KPI metrics for Production, EHS, Quality resulting in transparent accountability.

• Partnered with new product development expanding current equipment capabilities, facilitating the design of new equipment,

and with improvements / design changes to the product to expand product offerings from 14 SKU’s to over 50 SKU’s in 7 years.

• Instrumental part of the company’s forward strategy and product roadmap.

• Directed all manufacturing and facilities related maintenance.

Project Manager (Springfield, MO) 2007 – 2009

Responsible for all aspects of the design and build of a $63M world-class VRLA Battery manufacturing facility (plant and

equipment). Researched financial benefits of constructing a manufacturing plant in surrounding communities.

• Directed an outside construction firm for plant build, as well as 15 in house engineers and equipment builders for plant infill and

production equipment.

• Authorized every purchase order, negotiated price and terms for all capital equipment for $63M budget.

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• Completed Greenfield project on time, despite initial set back of 6 weeks of rain, taking 14 months from start to the production

of the first battery.

• Incorporated improvements/enhancements to the new facility which reduced costs of the build.

General Electric – Industrial Systems / Regal Beloit: 2001 - 2007

Engineering Manager (Springfield, MO) 2001 – 2007

Managed manufacturing engineering with 8 process engineers, 2 controls engineers, and 50+ maintenance personnel including planning,

building, support equipment, production performance and equipment, maintenance scheduling, process maintenance, MRO control, and

coordination of special projects. Oversaw numerous capital projects ($10k up to $5M) from concept to launch including budgeting and

planning. Ensured compliance with state and federal regulations where applicable. Responsible for defining yearly CapEx projects and

spend of $5-6M as well as yearly operational budget of $12-14M for maintenance, repair and utilities.

• Improved Variable Cost Productivity year over year by at least 3.5% gained through identifying and implementing productivity

projects. These gains were tracked and fell to the bottom line.

• Led transition of a key parts operation to Springfield facility and lowered cost per part by $0.50 on approximately 50K parts per

week.

• Added automation to Endshield operation decreasing labor costs to alleviate outsourcing operation to India.

General Electric – Industrial Systems: 1994 – 2001

Production Supervisor / Operations Manager (Springfield, MO) 1998 - 2001

Responsible for labor efficiency/utilization, scrap, various employee relations, as well as on time delivery of our departments’ product to

downstream processes.

• Having a vast knowledge of the entire production operation gained through all the equipment upgrades and ability to lead

people and drive results, I was given responsibility for all manufacturing departments for a short duration before my next

promotion.

• Led 3 shifts of operation, which included 2 supervisors and 110 direct labor employees.

• Collaborated with other departments…Materials, HR, Quality, Finance, Maintenance, and Engineering to ensure efficient

operations of department/s.

Project Engineer (Springfield, MO) 1994 – 1998

Responsible for automation upgrades on manufacturing equipment including: developing ACAD electrical drawings, rewiring of

equipment and programming of newly installed PLC’s that replaced antiquated hardwired relays. Modernization greatly improved

overall equipment uptime and reliability resulting in major productivity gains and downtime was greatly reduced with the ease of

troubleshooting.

• Led many major capital projects as well as other engineers and maintenance personnel to drive results on time and within

budget.

• Trained and developed other engineering staff and maintenance personnel to improve their programming and troubleshooting

techniques.

EDUCATION / TRAINING

Webster University, St. Louis Missouri

Master of Business Administration (2003)

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Missouri State University, Springfield Missouri

Bachelor of Science, Electrical / Electronic Technology (1994)

General Electric – Green Belt Certified; Black Belt and LEAN Six Sigma Trained (1998)

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