Director, General Manager, VP of Manufacturing Operations

THOMAS L. TROYAN

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

Indianapolis, IN 46280

mobile: 270-***-****, email: ********@***.***

A high performance manufacturing operations leader with achievements in start-ups, restructurings, turnarounds and change management. Goal oriented with proven experiences in multi plant, P&L, cash flow, staff development, TPS, lean, visual, and technical strategic automotive and heavy industry planning.

EDUCATION:

MBA, BUTLER UNIVERSITY, Indianapolis, IN (1988)

BSIM / IE, PURDUE UNIVERSITY, West Lafayette, IN (1984)

5 year, 5 semester General Motors Engineering Co-op Program

MANCOR INDUSTRIES INC, ANDERSON, INDIANA

2015 to present

Position: Vice President & General Manager (manufacturing restructuring and start-up)

Duties: P&L and Capex responsibility for a $12M high mix low volume heavy truck machining facility producing 7,000 components monthly to both on and off highway truck OEMs. Procured new work and made considerable improvements in companies SQDP metrics. Supervise 8 staff managers and 41 indirect associates at site facility.

Accomplishments:

Secured $14.3M in annual business growth while restructuring existing staff to position plant for changing and growing customer mix.

Successfully launched (7) new distressed programs in first month of employment.

Implemented team leader based empowered production teams which raised accountability, morale, and OEE efficiency by 30% within 3 months.

Achieved the safety incident rate of zero, improved customer quality PPM from 4,850 to 225, increased on-time delivery from 67% to 93% and continually beat monthly forecasted EBITDA targets.

Created local high school and college training / feeder system for potential CNC machinist and logistics candidates to be selected for future employment growth.

MARTINREA INTERNATIONAL, HOPKINSVILLE, KENTUCKY

2014 to 2015

Position: General Manager (large automotive turnaround)

Duties: Overall P&L and Capex responsibility for a $180M automotive steel forming facility producing 180,000 sub frames monthly to the automotive market. Provided turnaround culture changing leadership to achieve dramatic improvements in SQDP metrics. Supervised 14 staff managers and 925 indirect associates at site facility.

Accomplishments:

Beat forecasted P&L results month over month by focusing on stretch earnings targets. Contributed an additional $1.6M in monthly earnings over a 7 month period through staff accountability reviews of plant controllable spend, headcount, and overtime objectives.

Reduced OSHA recordable safety index rate from 14.27 to 1.65 by counter measuring the top 5 causes of injuries, implementing a back to work program, and creating associate empowered safety teams.

Decreased customer rejections from 225 to 17 PPM through PFMEA and Corrective Action reviews to achieve robust operating processes.

Increased productivity 18% for stamp, weld, and assembly lines by focusing on daily cadence reviews of down time issues, preventive maintenance objectives, and projects which resulted in improved delivery and reductions in labor and overtime.

MADISON-SMITH MACHINE & TOOL COMPANY, AN INDUSTRIAL SERVICE SOLUTIONS COMPANY, GLASGOW, KENTUCKY

2014

Position: President (manufacturing restructuring)

Duties: Provide leadership, develop and execute the strategic plan to advance the company’s product base and profitability. Integrated the business unit into Industrial Service Solutions (ISS), a private equity company which represent $190M in annual sales. A Tier 1 industrial services company providing machining, fabrication, and field service for large/heavy industrial manufacturers.

Accomplishments:

Created a sales strategy of $3.2M or 28% revenue growth by expanding customer base and service offerings. Proven gross margin growth potential of $1.3M in additional business in first six months.

Executed business planning objectives allowing infrastructure expansion. Hired purchasing, quality, HR, and marketing support while reducing base costs $188K by eliminating redundancy and management layers.

Achieved company cost savings of $143K by engaging in LTA supplier contracts among all ISS companies.

Reduced customer lead time 40% from 3.5 weeks to 10 days by implementing a work order based scheduling system with clear roles and responsibilities for indirect support positions.

SCHAFER INDUSTRIES INC, SOUTH BEND, INDIANA

(Schafer Gear Works, Inc. purchased the assets of two former Dana Holding companies of which I lead the transition of these plants into the existing company which was renamed to Schafer Industries Inc.).

2012 to 2014

Position: General Manager (manufacturing integration and transition into private business)

Duties: Complete business and capex responsibilities for 5 domestic plant operations representing $87M in annual sales. Tier 1 precision gear, machining and assembly operations for the heavy truck, automotive, and recreational vehicle markets. Supervised 3 plant managers, 4 staff managers, and 316 indirect associates.

Accomplishments:

Integrated two former Dana Holding Corporation plants seamlessly into the existing Schafer business with zero customer quality or delivery issues.

Achieved an additional $1.4M of unplanned profit during the first year of operation.

Successfully negotiated and won $17.2M in new business awards representing a 20% increase in business revenue for 2014 and thereafter.

Restructured site leadership and staff at three gear facilities resulting in $426K in annual cost savings.

DANA HOLDING CORPORATION, MAUMEE, OHIO

2006 to 2012

Position: Senior Operations Manager / Director (heavy vehicle restructuring and turnaround)

Duties: Overall plant P&L and capex responsibilities for 4 US off-highway plant operations representing $168M in 2012 sales. Tier 1 assembly and machining business units responsible for over 300 international customers with emphasizes on conversion cost reductions. Supervised 3 plant managers, 6 staff managers, and 229 indirect associates. Prior to being promoted within Dana, was a former plant manager for Dana Glasgow, KY 500K sq. ft., 1200 employee gear manufacturing facility representing $265M in annual sales.

Accomplishments:

Reduced plant conversion costs by 29% during time when sales declined 30% from previous year.

Implemented Toyota Production Systems operational key business metrics and Value Stream compression programs which achieved $3.3M in lean savings while reducing salary and indirect labor expenses by 42%.

Successful managed product transitions among facilities netting a $2.8M manufacturing footprint expense reduction.

Decreased customer quality parts per million by 51% by focusing on quality detection and APQP launch activities.

Lead divisional benchmark Safety program utilizing PDCA methodology which achieved a 50% reduction in lost time and total case incident rates.

F & P MANUFACTURING INC., ROME, GEORGIA and TROY, OHIO

2001 to 2006

Position: General Manager / Plant Manager (automotive restructuring and start-up)

Duties: Overall plant and capex responsibilities for 2 Japanese automotive stamping, welding, and assembly plants representing $135M to $150M each in annual sales. Facility sizes ranging from 250K to 375K sq. ft. Supervised 4 senior managers, 9 managers and 360 to 550 indirect employees. Tier 1 supplier to Honda, Nissan, General Motors and Mitsubishi with emphasis on OEE (overall equipment effectiveness) and just-in-time delivery.

Accomplishments:

Launched the start-up of a $13.2M major Honda Odyssey and Pilot suspension production line involving the installation, run-off, mass production, and hiring of 156 associates over 4 month period.

Justified and constructed a $21.5M major steel stamping expansion in which operation began 7 months after groundbreaking.

Merged a $5.9M Nissan Quest minivan suspension line from sister division within 2 months without effect on customer measurables. Total group saving of $735K annually.

Implemented TS-16946 Quality and ISO 14001 Environmental accreditations.

Restructured to a product line organization and implemented a revised compensation and appraisal system which provides bonus opportunity and achieved $675K in merit.

METALDYNE CORPORATION, TROY, OHIO

1994 to 2001

Position: Plant Manager (automotive restructuring)

Duties: Plant P&L and capex responsibility for a $21.8M high volume, critical toleranced automotive machining facility. Supervised 15 salary and 105 indirect employees. Oversaw functions of Production, Engineering, Quality, Finance, Human Resources, and Purchasing. Product launch responsibilities including capex of $4.2M. Emphasized statistics, problem solving, BOS/QOS, mistake proofing, QS9000, APQP, PPAP, and identifying/tracking measurables. Budget of $7.1M annual plant controllable expenses.

Accomplishments:

Achieved 95%, $356K of planned VOH cost reductions during period when sales declined 31% from plan.

Held 2nd chair and negotiated favorable wage and benefit changes for 2 UAW labor union contracts over a 5 year timeframe.

Resourced a $5.9M casting supplier in 3 months and consigned heat treatment and final processing operations for total savings of $647K annually.

Reduced scrap by 45%, CPPM by 90% over 12-month period yielding $290K in savings.

Avoided $2.4M in capital investment by rebuilding as opposed to purchasing new CNC equipment.

Promoted 3 times in 7 years. Previous positions include Technical Services Manager, Product Line Manager, and Senior Manufacturing Engineer.

ALLISON TRANSMISSION, DIVISION OF GENERAL MOTORS, INDIANAPOLIS, INDIANA

1984 to 1994

Position: Senior Manufacturing Engineer (heavy vehicle manufacturing)

Duties: Co-managed international sourcing program providing process, equipment, tooling, and qualification to offshore licensees. Specialized in process/inspection of high precision aluminum, steel, and cast iron products. Budget of $425K annually.

Accomplishments:

Administered $6.4M of capital purchases and oversaw installation of manufacturing, assembly, and test facilities which contributed approximately $16M to sales over 24 months.

Justified $625K machining cell, which increased thru-put 67% and reduced labor 50% within 2 months of installation.

Provided 3, 4, 5 axis CNC programs, specified capital, fixtures, tools, and gages for $9.4M installation over 9-month period.

Promoted 2 times in 8 years. Previous positions include Manufacturing Engineer and Production Supervisor.

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