Manager Engineering

Andrew Tuthill

***** ****** ***** ******, ****** FL 34110

239-***-****: *************@*****.***

Profile: Management professional with multi-site and international experience. Change agent and leader that brings world class product innovation and commercialization to an organization the wants to become and remain the global market leader. Experienced in P&L management, design and manufacturing engineering, quality, finance, purchasing, planning and inventory control, and project/system implementation in a high volume low mix and low volume high mix global environment.

Summary of Qualifications

Successful experience working with leaders in their industries (Arthrex, Medtronic, Stanley–Black & Decker), in a multitude of functional roles such as Engineering, Quality, Operations, Project Management, and System Implementation.

Exceptional problem solver, driven to succeed with strong interpersonal and team building skills.

Excellent communication and presentation skills / a proven track record of identifying & delivering cost savings.

A natural leader inquisitive and adaptable, embrace change readily. Assuming both authoritative and democratic leadership.

Able to turn vision into reality, superb mentor, able to inspire employees to grow peak performance and productivity levels.

Work Experience

Arthrex: 2014 – 2016 (Global market leader in orthopaedic sports medicine, manufacturer of orthopaedic medical devices)

Engineering Director; Manufacturing Engineering (multiple sites)

Increased Speed to Market by installing, teaching and mentoring tools and techniques that improve the organization’s ability to “get it more right the first time” resulting in 67% reduction in time.

Led the SAP operational implementation into manufacturing engineering systems and methods.

Developed focused and comprehensive DFMA assessments of engineering specifications and their impact on quality and speed to market.

Advanced a systematic Design to Manufacturing transfer of product requirements, design intent, and design/process risk assessments.

Cultivated project planning and management to identify cross-functional needs, enable collaboration and coordination that reduced design/process engineering iterations and increased project execution dependability.

Rewrote the Change Control process to instill discipline and rigor that reduced errors, rework, and chaos resulting in an 80% reduction in duration of change execution from start to finish.

Introduced Engineering Methods for process engineering through training, teaching, mentoring, and coaching that enhanced “getting it more right the first time” and minimized traditional trial and error.

Initiated the use of analytical techniques and tools for data-based decision making: Descriptive statistics, GR&R, Process Capability, Process Risk assessment, and Process Control.

Medtronic – Spine: 2004 – 2013 (Global market leader in orthopaedic spinal therapies, manufacturer of orthopaedic medical devices)

Program Director; Design, Reliability, Manufacturability and Business Development (2011-2013)

Team member for the creation of Medtronic’s global DRM program (blend of DFSS, DMADV, Lean Sigma, DMAIC, Modern QFD).

Coached greater than 30 product projects and more than 40 individual projects accelerating time to market, reducing costs, and growing market share.

Recognized as the strongest DRM Coach in the organization with keen sense of balance between business and product development process needs.

Developed and implemented Strategic VOC for pipeline identification, prioritization, and Product Portfolio management.

Created, trained, and executed the Quality by Design process used to develop and deliver high quality products to an excited market.

Lead Global Operations representative for Business Development activities including mergers, acquisitions. Responsible for international manufacturing operations integration and compliance.

Engineering Director; Concurrent Engineering (2008-2011)

Led the functional integration of manufacturing engineering into the product development process leading to higher design for manufacturability and inspectability while reducing cost and time to market.

Core team member for rewriting Medical Device Design Controls for global compliance of Class III devices.

Formalized design transfer process with internal and external manufacturers to reduce program delays, product costs, product nonconformance, and costs of poor quality resulting in eliminating normal 6 to 12 month delays by manufacturing and achieving a 95% manufacturing on-time performance of new product introductions.

Responsible for Design for Manufacturability and Assembly of; Metal and Polymer Implants, Reusable and Single use Medical Devices and Instruments, Biologic / Pharmaceutical / Tissue products utilizing a wide range of processes.

Engineering Sr Manager; Concurrent Engineering (2006-2008)

Engineering Manager; Concurrent Engineering (2005-2006)

Sr Engineer; Concurrent Engineering (2004-2005)

Integra-Cast: 2002-2004 (Manufacturer of Aluminum Investment and Solid Mold Castings, high precision machining)

Operations and Quality Manager

Reduced manufacturing lead-time by 40%

Increased FTY by 20%

NADCAP certified for Chemical and Physical properties analysis, Heat Treat, FPI, X-Ray

Graham, Whitehead & Manger: 2000 - 2002 (Manufacturer’s Representatives)

Manufacturer’s Representative

Developed new opportunities for represented companies in assigned territories. Products include: investment castings, forgings, linear extrusions, die castings, impact extrusions, machined components, cold headed products.

Stanley - Black & Decker: 1995 – 2000 (Global leader in consumer and industrial hand and power tools, and hardware)

Operations Manager; Stanley Mechanics Tools, Dallas TX

Managed day to day operations of a $40 million cold forging and secondary machining business manufacturing over 300,000 units per day; 150 employees, 12 direct reports including procurement, material management, engineering, quality, maintenance, and supervision.

Led the implementation of lean manufacturing using techniques such as Set-up Reduction, 5S, Poke-Yoke, Hanedashi, TPM, Kanban, Level Loading, Capacity Planning, Process re-Engineering, and Value-Engineered-Value-Added.

13% productivity improvement

37% reduction in variable spending

73% reduction in recordable injuries

$9 million in annual savings identified with $3.5 million implemented and $4.5 million in transition

Manager, Stanley Production System Promotion Office; The Stanley Works

Lead assigned plants to develop and implement lean manufacturing strategies

Develop and conduct lean manufacturing training for all levels of the work force using classroom and practical exercise materials

Lead multi-team Kaizen events

Team member that defined Stanley’s lean strategy

Led hundreds of Kaizen teams that contributed more than $35 million in annual ongoing elimination of costs

Responsible for the lean programs in more than 50 plants

Part of a team that saved a plant identified for closure through the use of lean manufacturing methods

Manufacturing Engineering and Quality Manager; Stanley Fastening Systems

Manage the manufacturing engineering and quality assurance resources of a $50 million pneumatic nail and staple gun business

$3.4 million cost reduction through re-engineering and re-sourcing of component products

Reduction of WIP from an average of 30 days to 12; many items at 48 hours supply by implementation of pull systems

Led new product launch of industrial pneumatic staple guns; on-time and under capital budget

Casting Supplier Liaison; Stanley Fastening Systems

Vestshell Vermont Inc: 1989 – 1994 Manufacturer of Ferrous Investment Castings

Manager, Quality Assurance and Process Engineering

Manager, Quality Assurance

Sales Manager

Sales Engineer

Pratt & Whitney Aircraft: 1987 – 1988

Analytical Engineer

Education

Masters of Business Administration – Union University, 2010

Bachelor of Science, Mechanical Engineering - University of Vermont, 1986

Leading with a Global Mind Set – Thunderbird Executive Education - 2013

Design for Six Sigma – Master Black Belt, 2012

Director’s Program – Strategic Leadership - 2011

High Impact Leader Program – Center for Creative Leadership – 2008

Sales Advantage – 2001

Management by Fact – 1999

Cold Forging – SME, 1999

Distribution Kaizen – Shingijutsu, 1998

Gemba Kaizen – Shingijutsu, 1998

Lean Institute – 1998

Lean Manufacturing – SME, 1997

Six Sigma Design for Manufacturability – Texas Instruments, 1993

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