Manager Plant

Thomas K. Boyle Home 812-***-****

**** ********* ***** **** 812-***-****

Evansville, Indiana 47715 Email: ***********@***.***

An experienced operations leader with a strong proficiency in business improvement. Able to coach and mentor within all layers of management. Passionate about driving improvement in all areas of operations. Consistent record of achievement in safety, quality, on-time deliveries to customers, operational efficiencies and cost reduction projects.

Professional Qualities & Strengths

Certified Lean Master

Certified Lean Six Sigma Black Belt

Operational Management

Strong Mentor

High & Low Volume Manufacturing

Budget & Cost Control

Change Agent

Strategic Vision & Project Planning

Manufacturing Engineering Proficient

Coaching & Mentoring

Visual Factory Proficient

Capital Equipment

Professional Highlights

Audubon Metals, Henderson KY December, 2015 to Present

Lean Analyst / Plant Engineer

Key Contributions:

Justified and presented a $900,000 capital project, approved by Board of Directors

Completed value stream map of Melt Department and identified over $1,000,000 in savings

Implemented Lean Board process

Developed, trained and implemented a Layered Process Audit (LPA) system

Century Aluminum previously Rio Tinto Alcan October, 2011 to November, 2015

Hawesville, KY Plant:

Business Improvement Manager, July, 2015 to November, 2015

Sebree, KY Plant:

Interim Cast House Manager, March, 2015 – July, 2015

Interim Pot Line Manager, January, 2015 – March 2015

Electrode Manager, June, 2013 – January, 2015

Black Belt, October, 2011 – May, 2013

Key Contributions:

Developed and executed an operation’s strategic plan using an A3 format for the Electrode Department.

Implemented and mentored a cross-functional “Performance Improvement Team” in the Electrode Rodding Department. Using Lean Tools this team generated an annualized savings of $ 190,000.

Implemented and mentored a cross-functional “Performance Improvement Team” in the Electrode Green Mill Department that generated a combined annualized savings of $58,000.

Black Belt Project for “Energy Efficiency Improvement” for the Potline Department that generated annualized savings over $1,000,000.

Implemented a modified Behavior Based Safety Program that is currently over 450 days without a first aid.

Implemented Pitch by Rail to the Green Mill for an annualized savings of over $ 250,000.

Implemented Coke by Barge to the Green Mill for an annualized savings of over $1,000,000.

Developed and managed the Electrode Department’s operational budget of $21,000,000. Beat the controllable costs by 2.2%.

Masterbrand Cabinets, Ferdinand, IN May, 2007 – October, 2011

Superintendent – Frame Department

Directed the day shift operation of the Frame Business Unit including the Frame Assembly and Flat Line Finishing Departments. Managed 3 direct reports and 78 indirect reports.

Key Contributions:

Led 2 cart completion teams that generated $300,000 annualized savings. Trained and mentored both teams in various 6 Sigma techniques of “dMAIC.” The success of these 2 projects earned a Presidential Leadership Award which recognizes the top 3 teams within Masterbrand Cabinets.

Reduced frame open joints from 8.8% to fewer than 2% by using PDCA process. This included working with maintenance and production employees.

Developed culture within department that is driven daily to achieve the goals of safety, quality, productivity and delivery of our product to our internal customers.

Boyle Management Incorporated, d.b.a. MRI of Evansville, Evansville, Indiana September, 1999 – May, 2007

Owned and managed the Evansville franchised office of the world’s largest executive search and placement firm, as well as perform as an executive recruiter. Specialized in manufacturing and engineering professionals.

Cardell Kitchen and Bath Cabinetry, San Antonio, Texas January, 1999 – August, 1999

Plant Manager

Managed the daily operation of a 250,000 sq. ft., 700 employee kitchen cabinet manufacturing facility. Operations included door assembly, sanding, finishing, door prep, cabinet assembly and shipping.

Key Contributions:

Instrumental in training employees in Kaizen methods. Conducted a mini-Kaizen process, and improved the value-added to non-value-added process activities, which created a productivity improvement of 50% for annualized savings of $175,000. This also reduced the floor space by 70%.

Planned and managed the relocation of 4 departments. These moves were completed on time. With a new layout incorporating flow-manufacturing techniques, a 6-headcount reduction from one department was realized. This yielded annualized direct labor savings of $165,000.

Merillat Industries, Adrian, Michigan 1995-1998

Plant Manager, Loudonville, Ohio/Atkins, Virginia

Operated a 500,000-sq. ft. facility with over 700 employees on two shifts. Controlled an $85,000,000 operating budget and a $1,500,000 capital budget. Oversaw the managers of information systems, material control, manufacturing, quality assurance, Amera (semi-custom product line) manufacturing, Amera customer service, accounting, traffic, production, and human resources. Previously, ran two plants in Atkins, Virginia that totaled over 250,000 sq. ft., with 250 employees. Operations included wood drying, machining, veneering, assembly, sanding, finishing and shipping.

Key Contributions:

Created a single-item flow process in the door manufacturing cell. Reduced headcount by three people which resulted in a $78,000 annualized labor savings and a one time inventory reduction savings of $25,000.

Improved on-time delivery performance for the Merillat line from 98% to 99.6% and for the Amera line from 85% to 99.7%.

Reduced finished door inventory by replacing a complete inventory of finished face components with a finish to order according to the assembly schedule. This change reduced the days of inventory by about seven and reduced the plant total inventory by $3,000,000.

WOOD MODE Incorporated, Kramer, Pennsylvania 1994 - 1995

Plant Manager, Component Plant

Managed the daily operation of a component and assembly facility. Processes included lumber drying, machining, finishing and assembly. The facility comprised about 400,000 sq. ft. and 400 employees.

Key Contributions:

Implemented a Kanban inventory system for all molded parts. Developed a Kanban training process for managers, supervisors and employees before introducing the Kanban system. This change created a one time inventory savings of about $75,000, improved labor performance and service to customers.

Improved lumber yield by installing an optimizing chop saw, on schedule and within budget. This saw improved the lumber yield by 5% which generated annualized savings of about $500,000.

Merillat Industries, Adrian, Michigan 1990-1993

Plant Manager, Whately, MA

Responsible for the daily operation of a 220,000-sq. ft., 180-person kitchen cabinet assembly plant with an annual operating budget of $55,000,000. Was accountable for all aspects of the operation, including budget performance, tactical planning, facility upkeep and all operational performances.

Key Contributions:

Reduced back orders to customers and was the first plant of 5 to achieve 1 month without a back order, shipping 75,000 sku’s on-time and complete.

Decreased OSHA incidents by 50%. Conducted ergonomic training for all employees. Fitted several work stations with adjustable height surfaces, and bought improved ergonomic hand tools. This upgrade, along with an intense focus on ergonomic issues, reduced the injuries and the OSHA incident rate by 50%. It also reduced the worker’s compensation annualized costs from $675,000 to $200,000.

Additional Experience:

Merillat Industries, Adrian, Michigan - Manufacturing Engineer, 1988 – 1990. Supported new product implementation, capital product justification, and new product prototyping for the mini-frame assembly and wood finishing techniques which included roll coating, electrostatic and HVLP application methods with UV curable and water-borne coatings. Evaluated roll coating technology for cabinet face frame coating processes, and developed a process for applying finish to flat panels with a roll coater.

Batesville Casket Company, Nashua, New Hampshire - Manufacturing Engineering Manager, 1985 - 1988. Directed five manufacturing engineers in capital improvement and manpower reduction projects from conception to completion.

First Shift Maintenance Supervisor, 1984 - 1985. Planned projects and guided the maintenance personnel in the maintenance and troubleshooting of production equipment and facility upkeep.

Weirton Steel Corporation, Division of National Steel Corporation, Weirton, West Virginia - Maintenance Foreman, 1979 - 1984. Planned and guided up to 50 maintenance personnel in the daily routine maintenance of the production equipment; coordinated any response to equipment break downs.

Additional Training and Information

Lean Manufacturing – TBM Consulting Group

Self-Directed Work Teams

Team Building - Masco

Project Management – Masco

Performance Management, Bringing Out The Best In People – Masco

Zenger Miller Leadership

Guest Speaker for Team Building Conference in Springfield, MA.

Education

Union College - Schenectady, New York

BS Mechanical Engineering

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