Jimmy W. Farrow Jr.

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

Brookville, OH 45309

870-***-**** (Cell)

acvek7@r.postjobfree.com

Education:

Arkansas State University, Jonesboro, AR

B.S. in Mechanical Engineering

Work Experience:

IMI Precision Engineering / Norgren, Brookville, OH

Operations Manager 4/15 to 6/16

Managing plant operations and facilities maintenance through 4 direct reports (3 salary, 1 hourly)

Improved OTD from 80% to 92%

Reduced late order dollars from over $100K to below $30K on average

Improved 5s by eliminating unused / low usage machinery and implementing point of use tooling

Improved machine utilization on key equipment by implementing 3rd shift

Viskase Companies Inc., Osceola, AR

Finishing Area Manager 5/14 to 4/15

Managed the day to day operations for the Finishing area that consists of 6 salary supervisors and 100

hourly operators for production, quality, and maintenance.

Successfully implemented a new non-slip floor in September 2014 to address our top safety issue.

Achieved waste levels 0.4% below plan for 2014

Achieved productivity 2% above plan for 2014: 158 km/mach/day vs 155

Completed OSHA 30 training course in January 2015

Quality Manager 7/11 to 4/14

Managed the day to day operations for the Quality organization that consists of 2 salary supervisors, 2

non-exempt Quality Auditors, 1 non-exempt ISO Coordinator, and 27 hourly QC technicians to support

production 24 / 365.

Successfully completed the plant ISO9001:2008 recertification audit in July 2012.

Led the implementation / modification of a new quality system for the finishing area.

Implemented quality changes and audit schedules that have reduced customer claims from

approximately $3M throughout 2011 and early 2012 to less than $100K from February through

December 2012.

Successfully implemented the new World Wide Quality system in the finishing area in Q4 2012.

Completed ISO9001:2008 Certified Lead Auditor training in mid July 2013.

Completed HACCP Certification in August 2013.

Firth Rixson Rings Division, Reno, NV

Operations / Production Control Manager 3/10 to 4/11

Managed the day to day operations for 100 hourly operators / maintenance technicians, two salary

supervisors, and three salary managers.

Set plant throughput targets to ensure monthly sales targets and customer delivery were met.

Plant has met or surpassed budgeted sales targets each month.

Plant OTD has improved from 60% to 80%.

Developed and maintained the master ship plan.

Danaher Tool Group, Springdale, AR 8/06 to 3/10

Value Stream Leader Hot Forge

Managed the day to day operations for 80 to 100 hourly operators, two shift supervisors and one salary

manufacturing engineer.

Achieved a 50% reduction in PPM from 08 to 09 driven by quality awareness, effective RCCM, and

consistent communication.

Improved 5S with new efficiency lighting, tool boards, and reduced WIP.

Tracking to 09 goal of hammer cell SMED (Single Minute Exchange of Dies) rollout that has achieved

set-up time reduction from 210 minute average in 08 to 144 minutes in 09. Kaizen demonstrated a 10

minute set-up.

Teamed up to develop a manning model for Hot Forge that has helped drive down labor cost as a

percent of value add by 8%.

Improved internal and external customer delivery from the low 80% in 08 to 95% in 09 by

implementing visual management tools that tie all the forge operations together.

Focus Factory Manager Flashless Forming / Robotic Grind

Managed the day to day operations for the two Flashless Forming (Cross-wedge roll) lines and nine

Robotic Grind cells.

Increased productivity through the use of Danaher Business System tools: Kaizens and Daily

Management.

Lead / participated in at least 4 kaizens per year.

Lead / participated in two Shingitutsu events per year.

Implemented daily management boards in Flashless Forming and Robotic Grind.

Quality Leader / Quality Engineer

Established Daily Quality management to drive RC/CA measures real time.

Published quality trends to drive Kaizen events to improve plant PPM and CPU.

Utilized 5Y analysis process to drive effective RCCM.

General Electric Energy, Duluth, GA 1/02 to 8/06

Process Quality/Sourcing Quality Engineer/Operations Leader

Established and maintained a high level of quality through effective initiation of root cause analysis,

corrective action, statistical process control, in-process and final inspection, quality plans, and overall

quality initiatives.

Provided support to manufacturing and sourcing functions to resolve technical non-conformance issues

affecting functionality, quality, and producibility of GE Gas Turbine Compressor Blades.

Developed rework planning for non-conforming material and dispositioned scrap according to GE

procedures.

Supervised part qualifications for outsourced blades to support manufacturing and customer fulfillment.

Lead RC/CA reviews for supplier quality issues and processed supplier recovery for GE losses.

Reviewed and updated plant quality procedures to maintain ISO 9001 certification. Successfully

completed the ISO 9001 re-certification audit and GE internal Red Team audit.

Supervised the day-to-day activities of the 11 final inspectors to ensure quality and meet customer need

dates.

ISO 9001/2000 Representative for the plant. GE certified internal auditor for the ISO 9001/2000

standard

General Electric Energy, Greenville, SC and Atlanta, GA

Operations Management Leadership Program (OMLP)

GEs accelerated management-training program consisting of four six-month rotations over a two-year period.

Program is geared around Supply Chain management and functional areas such as Sourcing, Quality,

Operations Supervision, and Manufacturing.

4th Rotation: Project Leader Cost of Quality (COQ) Tracking for Energy Services Atlanta, GA

Designed and implemented the Energy Services recovery process which led to the first ever cash

recovery of $20K with an additional $200K in cash recovery by the end of the year.

Implemented process to eliminate the unknown supplier backlog, which provided an additional $1.8M in

supplier recovery opportunity for Energy Services.

Implemented a process that reduced the aging Service Notice backlog from $6.7M to $2.2M by ensuring

proper Service Notice assignment and or recovery.

3rd Rotation: Supplier Performance Leader- Energy Parts Warehouse Atlanta, GA

Coordinated efforts between the Global Sourcing organization and GEEPI suppliers to drive Ship Not

Receive issues to zero and continue to maintain at low levels.

Achieved a 60% DPMO reduction and a 65% reduction in Supplier based Packaging and Marking

DMTs (Discrepant Material Tracking) by leading the development of the Packaging and Marking

Standards for the Energy Products Warehouse.

2nd Rotation: 3rd Shift Operations Leader - Power Systems Airfoils Duluth, GA

Implemented a PQMIS training program for 3rd shift to enhance the operator's knowledge of QCR

(Quality Control Report) initiation. This program was utilized as a best practice tool for the other shifts.

Enhanced communication between the hourly workforce and management.

1st Rotation: Product Quality Engineer - Rotor Machining Shop Operations Greenville, SC

Achieved 93% DPMO reduction in handling damage defects for 7E and 7F Forward Stub shafts by

implementing quality inspections and proper handling procedures.

Developed and implemented STEPS for the Ravensburgs and Sieleman Grinders to improve workforce

time utilization through digitized productivity measurements.

Program Training:

Six Sigma Greenbelt certification (GE) D.M.A.I.C. functionality tests and projects

Operations Management Leadership Seminar I, II (OMLS) Three online courses and tests in Project

Management/Team Leading, Environmental Health and Safety, and Manufacturing Finance. Three

class courses over one week in Sourcing Strategies, Negotiation Skills, and Manufacturing Operations.

Leadership Essentials (LE) One week course designed for a cross-functional team of emerging leaders

across GE that focuses on in-depth knowledge of strategic business planning and financial

fundamentals. It provides leadership skills that can be applied to all GE business segments and allows

each team to apply the new skills, then present case-study findings to a panel of managers.

IMPACT A one-week course focused on the development and integration of fundamental business

knowledge and skills needed to respond to customer needs. Members work in a large multifunctional

team and learn how their decisions impact internal and external customers, other functions, and the

bottom line.

General Electric Industrial Systems, Jonesboro, AR

Engineering Co-op / Die Cast Supervisor / 3rd Shift Plant Supervisor 12/00 to 12/01

Responsible for the day-to-day operations of the 51-frame and 59-frame rotor die cast machines and the

rotor stackers. Supervised all orders set by the plant production supervisor by coordinating with punch

press and annealing to make sure all parts needed to fill the orders were on hand. Charged with scheduling

overtime in accordance with union rules and guidelines and settling any and all opportunities (problems)

with equipment and personnel. The department had a total staff of 14, 2 facilitators and 12 machine grades.

Assisted six sigma Black Belt with DOE (Design of Experiment) - Decreased loose sleeve and non-fill

rotor scrap.

Implemented a new scrap reporting system.

Implemented a new scrap recovery system Reduced scrap to 1% to 2% tolerance.

Increased production by improving the moral in die cast.

Ran Gage R&R (Repeatability and Reproducibility) on all gages in the plant.

Nucor Steel, Hickman, AR

Project Engineer (Co-op) 5/99 to 8/99

Starting responsibilities were to assist the project engineer with the installation and start-up of sixteen

annealing furnaces, which was over a $50M project. These responsibilities were greatly increased after

beginning the position when the project engineer tendered his resignation. The remainder of the summer

then consisted of coordinating four contracted teams and three equipment suppliers in order to ensure the

targeted November start-up date was achieved. Also, charged with trouble shooting the design and

installation of a dust loading system for an EPA project along with two other small projects.

Supervised all projects All projects were completed as scheduled.

Related Skills:

Lean Manufacturing tools: 5s, Standard Work, Single Minute Exchange of Dies (SMED), TPM, Value Stream

Mapping (VSM), Six Sigma analysis in Minitab, Daily Management, HACCP, ISO Quality Systems, SAP

References:

Available upon request

Contact this candidate