Continuous Improvement Customer Service
Resume:
TYRONE
THOMAS
**********@***.***
Carmel, IN 46074
Bold Profile
Reputable for driving high results. Has a strong working knowledge of assembly and machining production processes. Extensive experience in startup facilities and launching innovative programs and installation of new equipment. Planning and managing large (~US$ 220M) capital projects within schedule and budget. Possess strong leadership skills, along with outstanding communication and interpersonal skills with experience presenting to all levels of personnel within an organization. Has demonstrated experience implementing world class manufacturing techniques and building a continuous improvement culture. Has exceptional planning and problem-solving skills along with the ability to prioritize. Has an innate ability to motivate people and drive culture change. Experienced Manager proficient in managing manufacturing operations with exceptional team supervision, project coordination and analytical problem-solving skills. Optimizes resource use to achieve challenging targets. Diplomatic in resolving disputes and coordinating diverse teams.
PROFESSIONAL SUMMARY
VALIANT 1 CONSULTING LLC - PRESIDENT
CARMEL, IN • 06/2022 - Current
FRITZ WINTER NORTH AMERICA LP. - DIRECTOR OF OPERATIONS FRANKLIN, KY • 10/2021 - 05/2022
WORK HISTORY
Hired by MS Companies as Senior Advisor, third party contractor to go to companies to address customer issues and drive improvement.
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Increased customer satisfaction through continuous improvement initiatives and excellent customer service.
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Managed crisis situations effectively while minimizing disruption to daily operations.
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Enhanced company performance by implementing strategic plans and overseeing daily operations.
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Cultivated strong relationships with external partners to foster collaboration and maximize resources.
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Streamlined organizational processes by evaluating current systems and implementing improvements.
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Directed change management initiatives that aligned employees with evolving business objectives.
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Developed and implemented comprehensive risk management programs to mitigate potential liabilities.
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Oversaw business-wide changes to modernize procedures and organization.
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• Cultivated company-wide culture of innovation and collaboration. Established innovative policies to improve organizational performance and increase customer satisfaction.
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P/L responsibility for non-unionized automotive component facility with over 300 employees including 12 direct salary managers providing leadership and training to accomplish company goals and objectives
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• Organized management review presentations for executive team to SKILLS
• Operational Efficiency
• Operations Oversight
• Strategic planning and execution
• Continuous Improvement
• Business Management
• Quality Assurance
• Cost Control
• Customer Service Management
• Budget Development
• Recruitment
• Employee Motivation
• P&L Management
Concordia University
Mequon, WI • 01/2009
Bachelor of Science-Business
Management
Milwaukee School of Engineering
Milwaukee, WI • 01/1994
Bachelor of Science-Biomedical
Engineering
EDUCATION
CERTIFICATIONS
RABQSA Certified ISO 14001:Aug.
2008 Environmental Lead Auditor
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DDI Certified Facilitator, June
2007
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RABQSA Certified ISO 9001:May
2000 Lead Auditor
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Lean Manufacturing Systems -
Application, Waste
Identification, Standardized
Work, 5S Visual Factory, Error
and Mistake Proofing, Team
Organization, Simulation,
Operator Support Center Andon
and Problem Solving. TPM-
Improving Equipment
Effectiveness, Sources of
Contamination, Lubrication,
Maintenance Work Cycle
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NTN DRIVESHAFT ANDERSON INC. - PLANT MANAGER
ANDERSON, INDIANA • 08/2016 - 10/2021
FCA, KOKOMO TRANSMISSION PLANT - OPERATIONS MANAGER KOKOMO, INDIANA • 03/2000 - 07/2016
track program metrics including schedule attainment, program milestones, authorized undefined work, change orders, and program status
Co-implemented an entire plant TPM program and improved plant OEE by over 15% by reducing unplanned downtime
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Created a leadership and operational excellence training program for front line supervisors and functional managers that included leadership development, problem solving, leader standard work and 5S gemba walks to create a continuous improvement culture
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Driving results by fostering creativity and accountability in a performance-oriented culture which led to reduction in scrap from 10% to 4%, a $600k cost savings in six months and a rolling 12-month 5 PPM average to customer
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Created a project management process and cadence to align site initiatives with a phased program transition to achieve new customer product qualification
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Partnered with functional leaders to implement level production visual displays to track safety, quality, delivery adherence, and other site key metrics as enablers to drive business decisions.
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Full responsibility for multi-site operations with all functions reporting directly which led the development of 400k sq
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Ft greenfield start up and expansion totaling $81M in capital spend for the fabrication and installation of driveshaft operations
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Accountable for EH&S, compliance total customer and regulatory requirements, and execution of site start-up, reporting directly to the Chief Executive Officer
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Created, executed, and reported master schedule milestone progress to internal and customer leadership
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Key milestones achieved included customer process qualification, 100% schedule attainment and IATF16949 site accreditation
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Lead effort to hire supporting team for site including operations team, supply chain, engineering, and quality resulting in employee retention below 3.5% and successful launch of new company
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Deployed and coached corporate Lean Manufacturing concepts and other productivity improvement initiatives which led to plant being selected 3 consecutive years to represent North America Region at Global Kaizen Project Competition winning 3rd place overall out of 32 plants
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Translated corporate and business unit strategy into an operational business plan and budget, which ensured plant producing parts meeting or exceeding customer demands with single digit PPM, and 100% customer on-time delivery for 4 consecutive years, in a safe and efficient manner.
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Managed 16 salaried staff and 600 hourly UAW employees, in 2 assembly departments for 3200 employee facility on 3 shift operations
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Planned and directed all department activities for alignment with company goals and objectives; coordinates with executive management and other department heads as required
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FCA - LAUNCH BUSINESS UNIT LEADER
KOKOMO, IN • 11/2010 - 04/2014
FCA - QUALITY AND QUALITY ASSURANCE SYSTEM MANAGER KENOSHA, WI • 08/2008 - 11/2010
FCA - PRODUCTION MANAGER MACHINING
KENOSHA, WI • 08/2007 - 08/2008
Developed budgets and approved expenditures for supplies, materials, and human resources, ensuring that materials, labor and equipment is used efficiently to meet production targets
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Determined staffing requirements, and interviewed, hired, and trained new employees, or oversaw these personnel processes for department and plant
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Recommended and supported lean manufacturing principles including, 5S, TPM, SMED and value stream analysis to improve production capabilities and reducing cost by an average 25% and helped the plant achieve the bronze award in World Class Manufacturing (WCM) after demonstrating clear know-how and competence in the manufacturing methodology
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WCM is a methodology that focuses on eliminating waste, increasing productivity, and improving quality and safety in a systematic and organized way.
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Responsibilities include managing launch activities of 8 speed Transmission sub-assembly lines and prismatic aluminum machining lines, including equipment installation and qualification timing, hourly team leader development, production startup, final PFMEA documentation, manpower assessment and placement
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• Resulted in fastest program launch in Chrysler history Led workstation development activities, which included WCM concepts, benchmarking efficiency and utilization processes, and built-in quality
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Other responsibilities include soft skill development for hourly team leaders and members, performance assessment process for hourly team leaders, and technical training plans for skilled trades
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Analyzed process parameters influencing product variation and assisted production teams and engineers in the identification of root cause and coordination of process improvement/savings actions resulting in $1.5M cost avoidance.
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Managed 6 shop floor inspectors, document control, and 3 quality engineers to ensure compliance with both internal and ISO procedures and uninterrupted product flow to customers
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Responsible for all aspects of the ISO 9000 and ISO 14000 Quality and Environmental Management System including problem solving, corrective actions, internal audits and continuous improvement which led to achievement of both certifications.
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Responsible for plan, development, and execution of all projects for business teams in 3.5L crankshaft, camshaft, and connecting rod machining departments of 40 employees
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Leads multi-discipline, multi-level problem solving business teams concentrating on developing initiatives to exceed specific departmental throughput, cost, and quality goals
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Executed initiatives that successfully increased production throughput, system efficiency and part manufacturability while
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FCA - PRODUCTION MANAGER ASSEMBLY
KENOSHA, WI • 07/2003 - 08/2007
FCA - MACHINING SUPERVISOR
KENOSHA, WI • 07/2001 - 07/2003
FCA - ASSEMBLY SUPERVISOR
KENOSHA, WI • 03/2000 - 07/2001
reducing cost
Improved throughput on all three machining departments by 5% within four months of assuming responsibility of departments
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• Have best throughput in division for crank machining dept Reduced scrap by 57.6% and manufacturing below 1.2%, 1.5%, and
.5% scrap build for the three respective machining lines
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• Reduced man hours and overtime by 8%.
Planned, developed, and executed all projects for teams in 2.7L Assembly, including 5 new product launches
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Lead multi-discipline, multi-level problem solving business teams concentrating on developing initiatives to exceed specific departmental throughput, cost, and quality goals
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Assisted in training hourly and salary employees' plant wide in Lean Manufacturing Principles and implemented Lean System and TPM program on the 2.7L Assembly Line
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The 2.7L engine line was challenged to be the first existing program to implement lean practices
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Personally responsible for training and managing 10 manufacturing teams of 107 total individuals in subjects including waste identification, standardized work, visual management, and problem solving
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End results included delivering 104.1% of customer quotas, a 4.2% increase in overall line productivity from 89% to 93.2%, improved conversion cost of 6% from the previous year, a reduction in man hours per unit of 5%, and a 150% improvement in quality in assembly functional audit from 36 to 10.
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Supervised and directed daily operations of 14 UAW employees on the 2.7L crankshaft line
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Identified and implemented improvement opportunities focusing on safety, quality, delivery, cost, and morale indicators
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Managed all breakdowns and facilitated scheduling of maintenance issues during shift
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• Coordinated and directed labor to meet daily production schedule Facilitated bottleneck initiatives and presented group activities to management weekly.
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Supervised and directed 50 to 90 UAW employees on 2.7L engine assembly line
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Planned and directed the workforce daily through process control, quality standards, safety, productivity, cost initiatives
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Coordinated and directed staffing assignments to ensure line coverage were met to meet daily production schedules
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• Scheduled weekend and overtime work for production Supervised all major breakdowns and worked with maintenance to resolve specific process issues in a team environment and a timely manner.
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UNITED STATES ARMY - MEDICAL NCOIC
FORT STEWART, GEORGIA • 03/1995 - 03/1999
Responsible for medical and dental readiness of a 417-soldier combat engineer battalion
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• Trained and certified over 300 soldiers in basic first aid Prepared, conducted, and evaluated individual and group training programs
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Triaged casualties and examined patients to determine extent of injuries or nature of illnesses
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Provided immediate care to wounded, injured or critically ill patients
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Determined requirements for, administered emergency treatment, and maintained intravenous fluids and oxygen therapy
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• Controlled patient flow into examination rooms
Assisted with and supervised outpatient care under physician supervision.
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