Manufacturing Operations Management

Tyson R. Jones

www.linkedin.com/in/tyson-r-jones + www.tysonjones.weebly.com

**** ***** **** ******, **********, IL 60564 + act8h1@r.postjobfree.com + 01.815-***-****

Manufacturing Operations Director

Start-up + Turnaround + High Growth + LEAN Champion + International Experience

Self-directed and hands-on leader with over 20 years progressive experience and dedication to Lean methods, product quality, and client satisfaction. Solid record of achieving significant benchmarks with special expertise in multiple functional areas including P&L, Industrial Engineering, Logistics, Supply Chain and Quality for North American, European, and Asian units at diverse stages of growth. Passionate driver of Continuous Improvement, productivity optimization, waste reduction, and change management implementation for high potential operations seeking to become more competitive.

Key Expertise

Automotive, Nuclear, Power, OEM, Aerospace

P&L Planning & Control

Change Management & Strategic Planning

Industrial / Process Engineering

New Product Implementation

Lean & World Class Manufacturing

Capacity Planning & Forecasting

Capital Project Planning & Management

Risk Management & ROI

Continuous Improvement & Inventory Control

Maintenance Management

Quality Control Management

Supply Chain & Logistics

Sourcing & Negotiation

Make vs. Buy Strategy

M&A

Engineered-to-Order Manufacturing

Kaizen, Kanban, JIT, KPI, ASME

SCP Analysis & MRB Teams

Environmental Health & Safety (HSEQ)

ISO 9001, TS-16949 & NQAM NCA-3800/4000

Client-focused mindset

Team Leadership, Mentoring & Development

Man Management

Select Accomplishments

Directed all aspects of a $40M high-mix low volume precision manufacturing division that supports the Nuclear and Aftermarket valve industries. Reached record sales 2011-13; Implemented Value Stream Management strategies to significantly reduce working capital, raw materials, WIP, and inventory.

Planned and managed a $9M capital investment project of CNC technology to increase global competitiveness.

Headed multiple teams in Germany and Switzerland for training, multi-team process improvement, and capability trials; created new machining process, SOPs, and quality programme for use globally.

Re-engineered manufacturing processes to yield 25% greater capacity while reducing the required operational schedule from 7 to 5 days.

Drove process improvements, KPIs, capital investments, work flow improvements, wear tool availability, and tool kit programmes to increase machining department productivity and capacity by 20%.

Created a dedicated QA department, upgraded technology by adding new inspection software and calibration log documentation.

Achieved 70% OEE within 6 months of the scheduled launch curve for a new lathe product line and 100% on time delivery to Honda Motor Company.

Professional Experience

Director of Operations, Meyer Tool & Manufacturing, Inc. -- Oak Park, IL, 2014 to Present

Functional responsibility over all aspects of turn-around manufacturing facility that provides labour-intensive, bespoke products for the cryogenics, vacuum, scientific and pressure technology industries.

Developed short- and long-term strategies and infrastructure to support robust growth.

Designed and created innovative new scheduling, capacity and long-term planning system to obtain better data analytics and create improved efficiency and forecasting.

Restructured organization to reduce redundancy of task, focus on accountability and ownership, and clarify responsibilities to improve JIT.

Proposed systems to track quote-lead times, quote order captures, plan vs. actual hours, estimated vs. actual cost, and other process control analytics, to control loss of business.

Sourced, negotiated, and managed third party logistics vendors (3PL) and other suppliers to broaden reliable supplier base to reduce lead-time cost and improve quality.

Executed Continuous Improvement plan to track errors, downtime, root cause analysis, improvement opportunities, and implement corrective action.

Created dedicated QA department, upgraded inspection software, added calibration log documentation.

Introduced new, and revised existing, standard processes (SOP) and corporate policies across broad range of areas and levels for clarity, efficiency, throughput increase, reduction of handling and labor hours, and quality improvement.

Completed multiple capital improvement projects, including creation of a dedicated clean welding area and purchase of specialized equipment for reliability, efficiency and centralization of processes.

Implemented use of ERP software application modules that were previously unused.

Plant Manager/MD, Crane Nuclear, Inc. -- Bolingbrook, IL, 2011-2013

Hired as Manufacturing Operations Manager, progressed to Plant Manager/MD in 8 months.

Directed all aspects of a £40M, high-mix low volume precision machining division that supports the Nuclear and Aftermarket valve industries.

Responsible for Planning, Forecasting, P&L, risk management, KPI, productivity improvements, CNC Engineering, M&A, Welding, Plating, Cleaning, Testing, Painting, Quality, Logistics, Warehouse, Environmental Health & Safety, HR functions, Sourcing, Purchasing, Inventory Control, Maintenance and cost-reduction programs to improve output and quality.

Monitored KPIs (SQDCG); Implemented and enforced root cause countermeasures using 5Whys, assignable corrective actions and problem solving methodologies.

Maintained compliance to ASME & NQAM NCA-3800/4000 Nuclear Quality Systems.

Management Consultant - Manufacturing Power Plant Services, Melrose Park, IL, 2011

Evaluated and restructured all Operations functions for multiple global power generation repair facilities.

Developed short-term and long-term growth strategies and championed Lean Manufacturing practices.

Directed improvements to machine routing, router information, Quality systems, capacity planning, single-point customer interaction, engineering, production measurables, variance review, efficiency, 5S, accountability, Supply Chain, Logistics, and utilization.

Department Operations Manager - Leistritz ATC, Rural Hall, NC; Germany; Switzerland 2007-2010

Enlisted to direct all aspects of a $42 million, fast-paced machining department supplying precision turbine blades to aerospace and energy OEM markets.

Guided performance of five direct, 160 indirect and 40 temporary reports . Reported to CEO and Board of Directors.

Gained international experience working, training, and interfacing at other divisions in Switzerland and Germany.

Managed all departmental operations including budgets, P&L, risk management, operating goals, productivity improvements, inventory control, and cost-reduction programs to improve output and quality.

Utilized superior communication skills to motivate staff and develop profitable working relationships with all peer departments, customers, vendors, auditors, executive management, and corporate representatives.

Manufacturing Superintendent - ThyssenKrupp Precision Forge, Inc., Selma, NC, 2004-2007

Reporting to the VP of Manufacturing, owned direct supervision and mentorship of 4 salary and 83 FTE reports.

Managed Machining & Assembly Departments for a high volume supplier of precision machined pinions and side gears for differential assemblies to automotive Tier I and Tier II OEM customers.

Directed strategic planning, Manufacturing Operations, Quality, Inventory Control, Maintenance, capital project development and budgeting.

Drove Continuous Improvement in both processes and culture. Used Lean and Six Sigma, 5S, Kaizen, Kanban, and OEE methods to champion Operational Excellence efforts, productivity improvements and cost reductions.

Production Supervisor - Musashi, Inc., Bennetsville, SC; Japan 2002-2004

Led operations for production of machined pinions and side gears for automotive and ATV differential assemblies for Tier I and Tier II OEM customers.

Brought onboard to manage and maintain scheduling, capacity planning, forecasting, tool life tracking and inventory, OEE, Quality, Kanban inventory control system, Maintenance, Materials Management, product change-over, and leadership of associated personnel.

Learned and practiced Toyota Production System (TPS) Lean Manufacturing principles on a daily basis.

Worked closely and smoothly across cultural lines with Japanese hourly and salary coworkers.

Championed safe work practices, created and maintained inter- and intra-departmental team effectiveness, even across cultural lines.

Directed and trained 30 hourly personnel in new processes learned while working in Japan.

Project Manager/Team Leader - Metaldyne, Fraser, MI, 1999-2002

CNC Machinist - COE Press Equipment Company, Warren, MI, 1997-1999

CNC Set-Up & Operator - E&E Engineering

Foundry Worker - Lawford Fabricating

Education & Certifications

Mechanical Engineering Vocational Training -- Macomb Community College (1999)

APLT / Mechanical Maintenance Certification -- Macomb Community College (2002)

Professional Coursework and Certifications -- Macomb & Johnston Community Colleges, Crane University

Lean/ Six Sigma - 2006

Kaizen - 2012

Toyota Production System - 2004

Continuous Improvement - 2003

Safety

OSHA Certification

Red Cross First Responder -2011

Fluid, Valve & Pipe Technology - 2012

American Management Association courses: leadership, team building, listening, conflict

Professional Memberships

TMA - Technology Manufacturing Association -- 2014 - present

Operations Management Focus Group

Contact this candidate