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Manager Continuous Improvement

Paducah, Kentucky, 42003, United States
October 03, 2016

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Professional career reflects a solid hands-on track record of leadership, success and expertise. I am a motivational results-driven executive with experience in leading an organization through change. Recognized for integrating new technology, cutting edge best practices and innovation into business processes that boost quality, productivity and profits. My ability to recognize opportunity and translate it into sustainable improvement increases competitive advantage and promotes organizational growth. I am available to relocate.


Operations Management

Cost Containment & Profit Growth

Technology Integration

Distribution & Logistics Management

Process Flow Design

Inventory Management

Change Management

Problem Solving

Product Development

Continuous Improvement

Strategic Business Planning

Innovation and Retooling

Lean Manufacturing

Team Building & Development

Communications Management

Manufacturing Engineering

Process Engineering

New Startup & Turnaround

MVP Group International, (Charleston SC, Mayfield KY, Fulton KY, Elkin NC)

Manufacture and distribute scented candles and melts, servicing contract accounts, mass retail, food and drug store chains. Customers include Procter & Gamble, Wal-Mart, BBW, Dollar Stores, CVS, Walgreens, Kroger, and Target.

Vice President of Operations, 10/2011 – 9/2016

Responsibility Scope: Manufacturing, Engineering, Automation, Distribution, Logistics, New Facility Design & Construction, Strategic Planning, Operational Excellence.

Recruited to drive waste from operations, standardize & optimize work-processes across a multi-site platform: 910,000 SF of manufacturing and 1M SF of Distribution.

Engineered and implement cutting edge manufacturing technologies and customized automation solutions to manufacture top tier products for contract accounts.

Capex investment of $18.5M in 4.5 year period: Drove strategic key initiatives to expand manufacturing and distribution capabilities.

Led new manufacturing site construction, process flow design, equipment acquisition and install, staffing and start up, for top tier customer; 5 month project & $9M Capex delivered on-time and on-budget.

Instituted capacity planning; reduced overtime by 88%, increased on time shipment from 72% to 97%. Annual savings of $492K.

Crafted and implemented process control plans for all manufacturing lines; reduced process variation and Increased first pass product-quality yields from 81% to +98%. Cut rework expense.

Infused a culture of continuous improvement into the organization. Established the foundation, principles, metrics and training. Experienced an overall 33% productivity gain. ~$2M annual savings.

Engineered ASTM certified burn laboratory to match the rigors of a 3rd party test lab environment; Certified 10/2013.

Teamed with Wal-Mart’s Senior Quality Team to create a formal metric-driven process to measure and continuously improve product quality. Model was later implemented by Wal-Mart across vendor base.

Consolidated distribution footprint into two locations. Reduction of $3M in YOY operating expense.

Implemented new freight management system (TMS) and optimized key carrier base. Yielded $750K annual freight savings.

Quarterbacked implementation of new Warehouse Management System, scanning and sort system: attaining 99.6% inventory accuracy, 15 person crew reduction and $750K reduction in customer non-compliance charge backs.

Negotiated outlet channels for obsolete FG – netting 85% of COGS.

Thomas Begg, Page 1 of 3


Manufacture and distribute scented candles, servicing mass merchandising, food and drug store chains.

Director of Operations & Continuous Improvement (C.I.), 5/1996 – 9/2011

Responsibility Scope: Manufacturing, Continuous Improvement, Distribution, Automation, Technology.

Directed all facets of manufacturing within a 1 million square foot facility, utilizing high speed, highly automated lines and robotics. $272 million in annual revenues. Staff of 31 salary and 441–800 hourly.

Institutionalized lean tools and key performance metrics, within each work center to drive results.

Organizational leader for culture change and continuous improvement.

Established cross-functional C.I. teams within each work center to remove obstacles, and drive improvement: Increased Plant-wide yields 19.4% and improved Plant-wide labor efficiencies 12%.

Grew strategic alliance with suppliers. Slashed lead-time from 5 weeks to 10 days. Reduced on-hand inventory 40%.

Reduced process scrap 63%, utilizing lean tools and practices. Eliminated overbuy of raw materials.

Established an inline quality inspection process for each production work center. Slashed rework by 97%.

Consolidated operation into 2 shifts: 4 days / 10 hour shifts. Reduced indirect labor overhead 30%.

Engineered process to flatten production line ramp-up time and reach cost-standard, within first hour of production.

Decreased tooling and line changeover times and associated indirect labor by 40%.

Implemented production line upgrades, resulting in 34% increased capacity.

Partnered to implement Total Productive Maintenance program (TPM). Eliminated 2-week plant shutdown for equipment PM. Improved equipment reliability and minimized unplanned downtime.

Championed project to reduce stockroom parts value from $3.6 million to $1.8 million, using lean practices.

Directed implementation of Kronos Shop Floor Activities. Eliminated (5) salary support positions.

Chaired effort to reduce OSHA recordable accidents (D.A.R.T.). Achieved a 66% reduction.

Launched energy conservation program. Net savings of $300,000, over three years.

Re-engineered product development process. Improved speed to market and production ramp up.

Recruited to execute $27 million dollar capital investment. Startup operation of a new automated distribution facility: Narrow aisle high cube, wire guided application utilizing integrated WMS and Sort system.


Position: Director of Operations, 12/2002 – 9/2006

Position: Senior Manager, Manufacturing, 8/1998 – 12/2002

Position: Facilities Systems Manager, 12/1997 – 8/1998

Position: Automation & Logistics Manager, 5/1996 – 12/1997

EXEL LOGISTICS (Columbus OH, Memphis TN)

World leader in third party logistic services. Clients included: Johnson and Johnson, Nabisco.

General Manager, 1/1990 - 5/1996

Responsibility Scope: Distribution, Inventory management, 3PL, New site launch.

Directed all administrative and operational functions across multiple

Distribution facilities.

Complete responsibility for $17 million budget and P/L management.

Increased Revenue $2.2 million through the development of new and existing business.

Directed multiple site start-up operations and systems implementations.

Thomas Begg, Page 2 of 3


Owen Technical College

Executive Management Leadership Series – Tech-Solve (2008 – 2010)

Lean Manufacturing Tools and Techniques Certification – Change Guides (2004)

American Management Association, Executive Development (1998 – 2010)

Lean Simulation - M.M.S., Definity Partner – (2004, 2007, 2009)

Collaborated with Definity Partners (M.M.S), Implementing lean manufacturing practices (2003 – 2007)


Champion of Change

Case Study Award

Distinguished Speaker Award

Letter of Recognition - New Distribution Start up

Letter of Recognition - Cost Reduction Achievements


Definity Partners



Thomas Begg, Page 3 of 3

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