THOMAS F. REECE
Developing and implementing short and long term marketing plans
Initiating new product development and streamlining operations
Analyzing and implementing sound business practices
Six Sigma Black Belt, Lean Project Management Certification, Certified Business Analyst
A multidimensional leader with extensive experience in leading teams and creating and expanding business organizations by contributing expertise encompassing:
hExpertise in Agile & Critical Path P/M hMarketing/Operations Management hFinancial Management
hNew Business/Product Development hProcess/Efficiency Development hAnalytical Assessments
hInventory/Expense Control hPricing/Matrices hConflict/Problem Resolution
ISO Certification- initiated and led the ISO 9001-2008 Certification Project Team. The initial audit had four minor findings This was a ground level process with little knowledge within the company of the ISO process. This resulted in an initial $250,000 order from an organization that required ISO credentials. These results were achieved in 40 weeks from a zero base.
Significant contribution to each assigned consulting project; these include, over 1.5 million in savings by identifying items purchased and not received, $850,000 in misidentified inventory. Led project teams to solve ongoing process failures and resource underutilization using the DMAIC process in conjunction with lean principles to achieve results dramatic results in 26 weeks. Developed Dashboards to provide a comprehensive view of departmental data in an easy to understand format.
Developed Comprehensive Skills Matrix to identify the skill level of each employee across departmental requirements as well as determine the depth of skill across departmental functions.
Independently resolved long-term employee retention problem. Result: Enhanced benefit program with minimal expense to corporation, attracted a higher quality employee, 96% reduction in employee turnover, reduction in training expense, and improved bottom line.
Created and implemented strategic vision to expand Aviation Tooling division of $10MM fabrication organization. Result: Acquisition of licenses from 4 major aircraft manufacturers and 5 major airlines as customers in 8 months, established 75% outside manufacturing capability with no capital expense.
Developed and marketed multi-cell product line. Result: Expanded market presence, improved competitive edge, increased production capacity 800%, and drastically reduced product down time.
Diagnosed intermittent manufacturing problem involving wrong-part usage and developed and implemented inventory bar code system. Result: 100% reduction in manufacturing errors, 30% reduction in inventory, and foundation for implementation of MRP system. Utilized the DMAIC Process to identify and resolve the issue.
Analyzed poor performance factors in manufacturing facility with no quality focus or statistical control system. Result: Lead Project Teams to develop and implement statistical matrixes for quick determination of production failures, a continuous improvement program for union shop, 97% reduction in scrap in 8 months, and significant capacity increase.
Demonstrated exceptional ability to analyze and assess market potential and estimate manufacturing costs. Result: Successful launching of new products and maximum market penetration in targeted markets for numerous products, and savings of significant startup costs and avoidance of product failures...
ARETE Consulting, Charlotte, NC
2016 – Present
Focusing on lean & continuous improvement and process improvement organizations are lead to significant productivity gains and significant reductions in waste. The development of management skills at the floor level and leadership by the use of assessments and training. Teaching and developing the ability to recognize and eliminate those barriers that stand in the way of increased productivity and growth. Implementation of Root Cause Analysis at all levels. Tools include the implementation of Lean Management Solutions and Project Management skills in both production & maintenance work streams. We lead teams to develop continuous improvement solutions in operational and maintenance areas. The utilization of the DMAIC Process to identify long term issues that lead to significant lost time and underutilization of resources. Introduce and /or enhance the understanding of the Toyota Production System. Develop teams with the understanding of the importance of solving issues using Root Cause analysis for permanent solutions.
Council Tool Co, Lake Waccamaw, NC
2012 – 2016
VP of Operations
Initiated and led ISO 9001-2008 Certification effort. Developed the Lean & Toyota Production System training methods. Implemented the Lean Production methods this led to an inventory reduction of 1/3 with no service interruption. Developed the Course Work for Lean/Continuous Improvement Training. This consisted of 31 modules. Through put has improved by 28% and change over times in the forging area have been reduced by 65%. Lean/Six Sigma processes have been implemented to identify and solve long term lost time issues. The DMAIC process has been introduced to facilitate problem solving and developing techniques for permanent problem resolution. SMED is an ongoing process as well as developing repeatable processes company wide. Developed the Master Book for the ISO System this includes the revision documentation. Developed the QC Manual & Procedures for ISO Process. Implemented the Continuous Improvement Loop as well as 5S and Root Cause methods. Initiated and implemented the Zero Landfill initiative.
Dewolff Boberg Associates, Dallas, TX and Adept Management Systems, Atlanta, GA 2006 – 2012
Substantial lean & continuous improvement experience both as a consultant and in practice. Identification and development of new management approaches, installation of management operating systems. Development of proactive supervision techniques. Development of barrier identification tools and solutions. Implementation of Lean Management Solutions. Project Management in both production & maintenance work streams. Lead teams to develop solutions in operational and maintenance areas. Projects were 26 weeks in length utilized the DMAIC Process to identify long time issues that were leading to significant lost time and underutilization of resources. This lead to solutions that returned long term benefits. The control aspect of the DMAIC Process assured that these issues would be quickly identified should there be a reoccurrence.
Precision One, Inc., Charlotte, NC
Developed markets and products to address niche customer requirements. Developed and implemented Lean Manufacturing Methods. Directed the overall operation. Introduced Lean/Six Sigma methods which lead to enhanced problem identification and permanent solutions. The DMAIC Process was implemented throughout the organization which resulted in a focus on efficiency.
Phoenix Fabrication, Inc., Greenville, NC
2001 – 2004
Vice President of Operations / General Manager
Developed financial and reporting documents including, Budget Burden & Overhead Rates, Cash flow Analysis, and Operating Plans. Expanded employee benefit program to include 401K, Cafeteria Plan, Health, Dental, Disability, Life Insurance, and Positive Incentive Programs. Initiated ISO 9002 Certification. Developed in-house employee training and PM programs. Established Sales, Planning, and Purchasing Departments and bar code inventory system.
Nauticon, Inc., (Division of PowerCold), Cibolo, TX
1997 – 2001
President / COO
Implemented Bar Code System for manufacturing and inventory control. Developed Cash Flow Projection Model. Developed and launched new product line. Established Market Research Group and Networked PC system. Created Distributor and Representative Network. Assisted in producing PowerCold’s WEB Page. Established Production Assembly Line and initiated TQM Program. Transitioned focus to manufacturing.
Conservatrol, Greensboro, NC
1994 – 1997
Vice President of Sales / Marketing / Administration
Established the Representative Business Division. Developed the Marketing and Overall Strategic Plan. Created bill of materials, standardized costs, and implemented inventory control systems. Initiated distributor network. Created and implemented sales compensation plan. Identified new product markets and created large 3-way valves and pump control system integration packages.
Integrity Technical Products, Inc., Winston-Salem, NC
1989 – 1994
Director of Sales & Marketing
Directed all aspects of sales and marketing of industrial filters, pumps, valve, HVAC products, tanks and other fluid handling products. Created marketing and strategic plans, and budgets. Developed computer-tracking system for sales and product performance and created performance bonus compensation program. Established distributor network. Resourced domestic and international suppliers. Developed TQM Program. Initiated and participated in Regional and National Trade Shows.
Famco/Forsyth, Inc., Winston-Salem, NC
1987 – 1989
Division & Marketing Manager Aviation Tooling, Boeing, Douglas, Fokker
Managed all aspects of division startup. Responsible for P&L, sales, production, and development of aviation tooling for airlines and fixed base operations with an emphasis on on-time delivery and quality. Acquired Douglas, Airbus & Fokker Aviation Tooling Licenses. Instituted quality circles and developed international business and export methods. Established in-house and outside production capabilities. Developed sales goals and objectives and implemented forecasting methods. Initiated and participated in National Trade Shows. Company dissolved.
United Brass Works, Randleman, NC
1981 – 1987
Product Manager, Manager Special Products
Managed foundry production, quality, new product development and government sales. Developed and marketed cooling valve for IBM Mainframe Computer. Established the first valve products distribution network. Experienced in MRP and JIT. Established foundry manufacturer’s representative network.
EDUCATION and TRAINING:
MSA Graduate Studies at Central Michigan University
BS Business Administration, The University of the State of New York