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Plant Manager, Director of Operations. Operations Manager

Raymore, MO
May 12, 2020

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Thomas Dunbar

Raymore, MO *****


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Organizational Leadership / Fundamental Management / General Business / Continuous Improvement / Cultural Change

Over 17 years of successful management and leadership experience with a reputation for meeting challenging goals and objectives. A pragmatic and focused individual recognized for “making seemingly impossible situations work”.


LEAN Manufacturing Green Belt & Demand Flow Technology Certified

17 years’ experience in logistics, transportation, planning, coordination, and accountability

9 years’ experience in Lean Manufacturing, Continuous Improvement, Six Sigma, Demand Flow, 5S, Quality Control

6 years’ experience in sales and business development


Iconex, LLC, August 2018 – Present

PLANT MANAGER – Ultimately accountable for the production, distribution, and operations of the plants entire operational structure; works with department leaders to manage, lead, and coordinating the people and work of the entire plant team.

Leads 80 employees within a union environment with 10 direct reports in a $46M/year commodity manufacturing facility.

Manages all aspects of profits and losses of the plant, ultimately accountable for over 20 general ledger accounts.

Leads Safety, Quality, Scheduling, Warehousing, Shipping, Production, and Maintenance.

Pioneered the plants employee recognition and accountability processes to better align KPI focuses.

Collaborated with national safety leaders to implement a fully functioning plant safety program.

Maintains compliance with the collective bargaining agreement, participating in grievances, arbitration, and related items.

Developed a daily communication processes to align cross functional accountability between operations and customer service.

Spearheaded the integration of the Infor ERP system collaborating with numerous corporate structures to ensure success.

Rehrig Pacific Company, August 2016 – August 2018

PLANT MANAGER – Foremost leadership position within the plant structure; leading, managing, and coordinating the people and work of the entire plant team. Ultimately responsible for the output and accountability of the entire plant.

Led 110 employees and 10 direct reports in a $55M/year portion of a $500M/year company.

Managed the overall P&L of the plant by optimizing plant efficiencies and driving engineered savings.

Led Safety, Quality, Scheduling, Warehousing, Shipping, Procurement, Production, Maintenance, Processing, and Engineering.

Budgeted and managed a $14.8MM expense and CIP budget, modernizing the entire process to bring the plant under budget.

Pioneered the plant 5S program, spearheaded warehousing improvements, and revitalized training programs.

Collaborated with national and local safety leaders to take the plant from 8 recordable injuries in FY17 to zero in FY18.

Mentored and supported the Quality Manager in creating a Quality Control to Quality Assurance to Quality Excellence vision.

Reshaped the plants leadership team and established role clarity to meet the needs of the business.

Advocated the plants onboarding and visual cross training program that is now being used company wide.

SOR Inc., 2012 – 2016

PRODUCTION MANAGER – Led 35 employees and 7 direct reports in a $15M/year portion of a $50M/year company.

Pioneered manufacturing SQDIP daily tiered management processes and visual KPI management systems.

Developed 30+ KAIZEN, LEAN, 5S, inventory control, and training programs from the ground up.

Advocate with KCMN in creating the Emerging Leaders training program through JCCC, graduating 400+ to date.

Supported the Director of Quality in creating Root Cause Corrective Action processes and QC to QA programs.

Galvanized the production floor to implement 1-piece flow and waste reductions increasing inventory turns from 3/mo. to over 7.

United and supported numerous cross functional teams in projects including NPD, QA, OTD, and Executive Leadership training.

Assisted in developing internal ISO 9000 and 9001 document control improvements through standard work processes.

Torotel Products Inc., 2010 – 2012

PRODUCTION SUPERVISOR – Responsible for supervising 28 employees in production flow, quality control, employee relations

Drove growth to meet the annual goal of $5M of product shipped to the company’s biggest customer Lockheed Martin.

Mobilized and propelled over $100,000 of cost savings to the production line through SPMT metrics and training.

Gained buy-in, coached, and mentored employees to implement continuous improvement ideas throughout the entire process.

Coached and mentored the companies SPM team to one of the top performing teams for Lockheed Martin.

Cut costs by decreasing WIP from 960 units to 400, Cycle time from 42 days to 11 days, Quality DPPM from over 20,000 to under 4,000, average weekly scrap from $6,000 to under $800, increased capacity by 17% while decreasing headcount by 8%

United States Army, 2002 – Present

COMPANY FIRST SERGEANT – U.S. Army Reserve Senior most NCO in a Company size element leading 20 Drill Sergeants.

First Sergeant / Senior NCO / Training NCO / Senior Drill Sergeant completing all tasks and missions in a timely manner.

Drill Sergeant for a Basic Combat Training (BCT) platoon training future soldiers in basic soldier combat skills.

Deployed to Operation Iraqi Freedom III leading 34 soldiers in Petroleum Supply Logistics, 11 Soldiers in Infantry maneuvers.


Baker University-Masters in Organizational Leadership, 2020

Ashford University-Bachelor’s in Organizational Management, Minor in Operations Management, 2013

KCMN Emerging Leaders-36 Hours in Leadership, Management, Supervision through JCCC, 2013

LEAN Manufacturing – Green Belt, 2011

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