Engineering Manager
Resume:
Thomas P. Fitzsimmons
Sr. Management Executive - Operations/Engineering
** ******* ****, ********, ** 14450
*************@*****.***
www.linkedin.com/in/thomasfitzsimmons/
SUMMARY OF QUALIFICATIONS
A results-oriented Senior Management Professional with a diverse Operations, Engineering, and General Management background in a manufacturing environment. Thrives in a fast-paced, challenging work environment requiring out-of-the-box thinking and implementation of creative business solutions. Astute at understanding business issues and implementing strategy and change for success. Strong hands-on leader with extensive depth of experience who is strategic as well as tactical with excellent project management, communications, and interpersonal skills.
KEY PROFESSIONAL SKILLS
Strong General Management experience and skills in P&L management, leadership, strategy and business plan development and execution, budget development and monitoring, forecasting, and overall business performance and accountability
Strong Engineering and Project Management skills in R&D programs, new product introductions, Value Engineering projects, Capital Equipment implementation, and Customer Orders and site installations
Strong Operations Management background in high mix/low-med volume equipment manufacturing with lead role in planning, scheduling, workforce management (unionized and non-union), and lean project implementation
Extensive domestic and international travel in executive, technical, and sales roles
Executed the Outsourcing Initiative including completing technology transfer to China Joint Venture Manufacturing partner and directing procurement of complete products, assemblies, and components
Experienced functioning within a regulated industry and compliance to certifying agencies (FDA GMP, ASME, UL, BOCA, ISO) in management, quality, production, and engineering roles
PROFESSIONAL EXPERIENCE
CHAPIN MANUFACTURING – Batavia, NY 2016
Market leading innovator and provider of lawn, garden, and commercial Sprayers and Spreaders.
Director of Operations
Directed Operations functions to meet Customer demands of high volume, 3-shift, unionized, blow molding operation.
Managed Production and Changeover Schedule to increase throughput and OTD
Developed FY2017 Capital Expenditure project list for facility and manufacturing functions
Developed Shutdown Project List and manpower requirements
GLEASON AUTOMATION SYSTEMS – Rochester, NY 2014 - 2016
DISTECH SYSTEMS (www.distechsystems.com)
Gleason Automation Systems (formerly Distech Systems) is a Division of Gleason Works, Rochester, NY by acquisition on 05/30/2015.
Innovative designer and manufacturer of custom Automated Material Handling Equipment specializing in Robotic Tray Handling Systems with key accounts in the automotive, pharmaceutical, and machine tool industries.
Director, Operations & Engineering
Directed Operations and Engineering functions to meet Customer demands and specific requirements.
Developed Production Planning methods for small manufacturer without ERP/MRP systems
Project Management of all Equipment Orders from Engineering thru Manufacturing
Developed and Managed Production Schedule to increase throughput and OTD
Recruited Engineering, Manufacturing, and Field Service personnel to meet growing demand of increased orders
GRAHAM CORPORATION (www.graham-mfg.com) – Batavia, NY 2011 - 2013
Leading designer and manufacturer of custom vacuum and heat transfer equipment for process industries including chemical, petrochemical, petroleum refining, and power generation.
Project Engineering Manager
Directed department of (30) Engineers, Designers, CAD Detailers, and Document Control Specialist in execution of Order Processing for Engineered-To-Order equipment.
Extensive Project Management of 20+ Major Orders being processed at any one time
Implemented Project Teams and weekly Team Meetings for timely execution of Order processing
Reduced Engineering Lead Time of Order Processing 15% from Order Entry to Release to Manufacturing
Instrumental in execution of Operating Plan to meet On-Time Delivery, Error Reduction, and Revenue and Profit Goals
Reorganized department, recruited positions, initiated and encouraged training, and implemented On Boarding programs for faster value realization
SP INDUSTRIES (www.spscientific.com) – Warminster, PA 2005 - 2011
A $100MM manufacturer of equipment and specialty glassware serving pharmaceutical, biotechnology, medical, educational, industrial, veterinary, and OEM markets under well-known, market leading brand names. The Process Equipment Division designs, applies, manufactures and provides after-market support for the Hull and LyoRenewal pilot and production Freeze Dryers (Lyophilizers).
General Manager, Process Equipment Division 2008 - 2011
Corporate Director of Engineering, Operations, and Technical Support 2005 - 2008
Led the $18MM division with full P&L responsibility and direct, hands-on management of the Operations, Engineering, Technical Support, and Sales & Marketing functions
Achieved and maintained profitability from 2008 at $3MM annually, 18-23% EBITDA, from losses and marginal profits since 1997, by restructuring and refocusing the organization
Lowered the business breakeven 40% to sustain profitability
Developed cost/price model for equipment, products, and services and provided equipment cost estimates for proposals
Improved the Proposal process with institution of a Proposal Review as well as review and update of payment terms and standard Terms & Conditions
Directly involved in award of a $20MM order for equipment to a US Big Pharma customer to be installed in India, from proposal development through presentation and negotiations
Drove the project to standardize and modularize the custom equipment offering for cost reduction, quality improvement, and On-Time-Delivery
Implemented the Flex Workforce principal to preserve required financial performance with revenue fluctuations driven by cyclical industry and depressed economy
Applied Lean Principals to improve operations, cost, efficiency and OTD with Plant re-layout for improved flow, work cells, vendor managed inventory, and organization and housekeeping
SPX CORPORATION (www.spx.com) 1996 - 2004
Thermal Product Solutions (www.thermalproductsolutions.com) – Williamsport, PA
A $65MM Division of SPX Corporation consisting of (5) discrete business units that provide ovens, furnaces, and environmental test chambers to a variety of industries.
Sr. VP, Engineering 2003 - 2004
Directed all aspects of Engineering at four sites, managing a group of (38).
Developed a consolidated Engineering function strategy including organizational structure, mission, communication methods, operating philosophy, position descriptions and wage bands
Implemented the Value Engineering Process; first project increased gross margins with a 6 month payback on an established product
Key position on the Management Team with task to initiate and implement change to realign and refocus the overall organization, initial targets were cost structure, product quality, and On-Time-Delivery
Managed all Intellectual Property (Patent and Trademark) activity for the Division
Kayex – Rochester, NY
A $15MM Division of SPX Corporation that designs and manufactures Crystal Growing Furnaces for the
Semiconductor and Solar Industries. Consolidated into Thermal Product Solutions in 2003.
President / VP and General Manager 1999 - 2003
Led the division with full P&L, operation, and strategic planning responsibility
Achieved and maintained profitability, from losses in ’97 and ’98, by restructuring and refocusing the organization, this during the industries most devastating downturn.
Refocused and directed the company to 55% revenue growth from 1997 to 2001
Improved communications and employee involvement via monthly All-Hands Information Meetings and several weekly functional group meetings resulting in improved teamwork and employee morale
Initiated a lean enterprise philosophy with elimination of work order picking by utilizing point-of-use stocking and establishing continuous flow assembly/test work cells; resulted in a reduction of product build cycle time of 40% and floor space savings of 30%
Strategically planned, researched, developed, and implemented the Crystal Service Business; a diversification from equipment manufacturing to material production that represents 20% of revenue with a 70% gross margin
Directed management of China Joint Venture manufacturing company
Awarded 2000 Small Business “Exporter of the Year” by Rochester International Business Council
Director of Engineering 1996 – 1999
Directed the Engineering function of (20) Mechanical, Electrical, Software, and Manufacturing Engineers.
Executed a $7.0MM New Product Development project for the next generation 300mm Crystal Growing Furnace that was leading edge technology and the first to market, generating first year orders of $5.0MM
Implemented the Value Engineering Process for cost reduction, lead-time, and product improvement that yielded an average 20% savings on a family of established products
Executed the technology transfer and training of a complete product to the China Joint Venture partner
Integrated the Engineering function and systems of a $10MM product line acquisition
Directed the investigation, justification, and implementation of a CAD system upgrade and new Solid Modeling software platform (SolidWorks)
MDT CORPORATION 1986 - 1996
MDT Biologic Company – Rochester, NY
A $70MM Manufacturer of Medical Products including steam sterilizers washers, surgical lights, scrub sinks, nurse stations, icemakers, associated accessory products, and consumable biological indicators. Acquired by Getinge in 1996.
Sr. Production Manager 1994 – 1996
Directed the vertically integrated manufacturing organization consisting of (5) Supervisors and (150+) Bargaining Unit unionized personnel in the skilled trades of Machining, Sheetmetal, Welding (basic and ASME), Finishing, and Assembly.
Sr. Manufacturing Engineering Manager 1992 – 1994
Directed staff of (50+) union and non-union within the Manufacturing Engineering function including Managers, Engineers, Maintenance, Facilities, and Model Shop/Tool Room functions.
Production Engineering / Inspection Manager 1990 – 1992
Sr. Product Support Engineer 1986 – 1990
KAYEX CORPORATION – Rochester, NY 1978 - 1986
A Division of General Signal Corporation that designs and manufactures Crystal Growing Furnaces and Wafering Saws for the Semiconductor and Solar Industries. General Signal acquired by SPX Corporation.
Mechanical Project/Product Engineer 1981 – 1986
Engineering Intern 1978 - 1981
EDUCATION
B.S., Mechanical Engineering - Rochester Institute of Technology, Rochester, NY
Postgraduate studies towards M.S., Mechanical Engineering - Rochester Institute of Technology, Rochester, NY
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