Supply Chain R D
Resume:
Tim Matthews
Contact
Address
Smithfield, NC, 27577
Phone
**********@***.***
WWW
Bold Profile
Websites, Portfolios, Profiles
Linkedin.com/in/timmatthews2020/
Skills
Leadership team building
Innovation and creativity
Process improvement
Budget management
Project management
Operations management
Operational excellence
Strategic planning
Organizational leadership
Leadership team building
Results-driven executive with extensive experience in strategic leadership and operational excellence. Proven track record in fostering team collaboration, driving organizational growth, and adapting to evolving business needs. Skilled in strategic planning, financial management, and stakeholder engagement. Known for strong decision-making abilities and unwavering focus on achieving measurable outcomes.
Work History
2020-04 - Current
Executive Consultant
Provided business and manufacturing solutions to fortune 500 organizations in aerospace, energy oil/gas and food industries
Specializing in acquisitions, restructuring, financial turnaround, quality systems, supply chain optimization, Lean 6 Sigma transformations, R&D initiatives (Warp R&D) and Ansys, Total Productive Maintenance
Authored, marketed and implemented a digital kanban system (Lean Dynamic Kanban)
2016-07 - 2020-04
Corporate Director of Continuous Improvement
Butterball, Garner, NC
Company Overview: A world leader in the food industry involved in protein production with six manufacturing locations around the US with 5,500 employees producing $2.0B in sales
Developed and implemented a world class master scheduling algorithm thereby increasing on time deliveries from 83% to 98% in three months
Managed the transfer and production of product from one facility to multiple facilities allowing the closure of one facility generating a $12M savings
Implemented a Lean transformation program involving the training of 105 Green Belts across the company
Generated $4.2M in savings in 2018, $5.5M in 2019 and $9.2M planned for 2020 across 6 manufacturing locations and the corporate office
Developed a multiuser database for managing all projects across all six manufacturing locations
Chaired the design, development and implementation, utilizing Agile Methodology, of a productivity tracker capturing personnel efficiency, line efficiency, setup time, change over time, tear down time and down time
Generated $500K in savings at the first site implementation
2012-03 - 2016-07
Global Engineering Specialist / Chief Engineer (SME)
FMC Technologies, Houston, TX
Company Overview: A world leader in the design and manufacturing of subsea and surface products for the oil and gas industry with $6BM in sales and 18,000 employees with locations around the world
Implemented and streamlined the process (Ansys implementation) for obtaining third party design certifications through ABS, CRN, DNV, BV and GOST
Trained engineering and quality teams on PED, ATEX and IEC
Submitted over 110 designs for review by DNV and ABS in 2014 with 100% acceptance the first time
Chaired multimillion dollar recalls and assured that all safety, quality, technical, legal, financial, logistical and training issues were addressed
Developed new markets in Canada and Russia by obtaining first time regional design certifications
Represented FMC as an officer of the company when reviewing and approving complex domestic and international contracts with statutory requirements
Spearheaded the implementation of API Q1 and 6A for the first time in the Fluid Control division resulting in $6M in increased sales
Represented FMC during major audits to ISO-9001, API and PED and major customer audits by Shell, Schlumberger, Baker Hughes and Halliburton
Doubled throughput in the Global Test Lab in the Subsea division
Started with a Lean Manufacturing initiative (5S) to organize the warehouse then the implementation of automated storage and retrieval systems then Wi-Fi tablets computers for instant inventory transactions
Developed and implemented a global rapid R&D system for the North American Technology Center 'Warp R&D' resulting in a fifty percent reduction in time to market
Improved engineering processes by implementing innovative solutions and streamlining workflows.
2011-01 - 2012-03
General Manager
Team Oil Tools, Tulsa, OK
Company Overview: A world leader in the design and manufacturing of completion tools for the oil and gas industry with $60M in sales and 200 employees
This was a complete turnaround challenge with the physical relocation of the business and staffing of Purchasing, Planning, Maintenance and Manufacturing Engineering Departments
This also involved startup and evolution of the supply chain by sourcing of steel products through domestic distributors then domestic mil runs finally to mill runs out of China resulting in a 75% reduction in material costs
Restructured and remodeled office areas utilizing classical industrial engineering practices keeping high interaction functions (Planning, Purchasing, Quality and Manufacturing Supervision) in close proximity
Developed and implemented industrial engineering strategies to optimize material handling (reducing distance traveled) and operator efficiency (one man, two machines)
Increased sales from $500K to $4M per month with the implementation Syteline and a unique master scheduling algorithm to bolster supply chain performance
Implemented ISO-9001 in three months, start to finish
Lead the correction of many designs not in compliance with industry standards for minimum strength
Increased product quality and reliability by implementing the use of Ansys
2009-02 - 2011-01
Corporate Planning Manager (SME)
Oceaneering International, Houston, TX
Company Overview: A world leader in the design and manufacturing of subsea oil field equipment with $2B in sales and 3,000 employees with locations around the world
This challenge was a supply chain and MRP utilization improvement
Trained Planning and Purchasing on the proper use of Oracle
Discovered and corrected a flaw in Oracle's algorithm for generating supply requirements
Restructured Purchasing from a project focus to a commodity focus thereby improving PO placement timing and the elimination of multiple buyers contacting the same supplier and competing for priorities
Developed project management tools to improve on time deliveries and status updates to the customer
Improved project efficiency by streamlining planning processes and implementing effective communication strategies.
2007-05 - 2009-04
Executive Consultant
Provided business and manufacturing solutions to fortune 500 organizations in defense, hardware, utility and oil and gas industries
Independently designed, developed, marketed and implemented demand flow software with Toyota Production System (Lean Manufacturing) algorithms for major manufacturing organizations and ERP software developers
Developed and refined 'For Sale' strategies for major manufacturing organizations
Spearheaded world-class manufacturing techniques involving lean manufacturing, Toyota manufacturing systems, Kaizen, 5S, Kan Ban and ISO-9001
Reduced operating costs by $2.4M in two weeks
At a major weapons manufacturer, rationalized strategic plans and engineering/capital projects reducing expenditures by $4M in four months
2007-03 - 2009-02
Global Director of Operations
Ametek / Chandler Engineering, Tulsa, OK
Company Overview: A world leader in the design and manufacturing of oil and gas instrumentation with $80M in sales and locations in US, UK and Austria
Implemented several lean manufacturing initiatives resulting in inventory turns increasing from 3 to 7
Reduced past due orders from $3.5M to $100K and reduced aged past due from 3 years to 30 days with the implementation of an innovative master scheduling algorithm to improve supply chain performance
Increases productivity by 30% in six months with this same algorithm coupled with several Lean Manufacturing initiatives stemming from kaizen events
Initiated and negotiated blanket agreements with key suppliers resulting in reduced costs, reduced inventory and shorter lead times
2005-04 - 2007-03
Corporate Director of Operations
LaBarge, St. Louis, Missouri
Company Overview: A leader in contract manufacturing with $234M in sales across six locations with 1200 employees
Developed several strategic initiatives resulting in increased sales by 25% and gross profits by 22% in one year with a corporate wide training and standardization initiative on MRP best practices to improve supply chain performance
Reduced past due customer orders from $4M to $41K in less than one year with focus brought to production planning and sequencing in manufacturing
Increases productivity by 77% with Lean Manufacturing (5S projects and Kaizan events)
Increased inventory turns from 3 to 6 with world class purchasing strategies to enhance supply chain timing
2000-06 - 2002-05
Vice President General Manager, Petroleum Analyzer Company
Roper Industries/Petroleum Analyzer Company, Houston, Texas
Company Overview: A global leader of analytical test equipment for the petroleum industry
Developed and implemented a two-year restructure plan increasing OP by $6M and reduced inv
By $3M
Led training on lean manufacturing and six sigma techniques to senior management and implemented Kaizen and cellular manufacturing techniques throughout all manufacturing locations
Consolidated five manufacturing locations into one while increasing output
Implemented new ERP systems at two locations with integrated demand flow algorithms eliminating late deliveries utilizing Toyota production systems resulting in a world-class supply chain
Eliminated non-core product offerings that increased output and capacity for profitable products
1998-07 - 2000-06
Director of Operations/General Manager
Hubbell/AB Chance Company, Centralia, Missouri
Promoted to oversee operations of three plants employing 1,100 union members that manufactures hardware, switchgear, anchors and tools for the utility market
Increased sales from $150 million to $180 million within two years through aggressive new product launches and strong partnerships with multiple large key accounts
Redesigned supply chain operations using Kaizen and Kan-Ban systems, increasing efficiency and reducing inventory by 30%
Established plant operations in Mexico, transferring a high-volume competitive product production that increased output of product by 40%
Oversaw daily operations across multiple departments, ensuring seamless coordination and efficient execution of tasks.
1995-03 - 1998-07
Plant Manager
Hubbell/AB Chance Company, Centralia, Missouri
Promoted to manage plant operations, including finance and budget accountability, safety and environmental concerns, quality control, production planning and productivity and employee management
Redesigned process improvements and oversaw capital investments that grew on-time deliveries from 55% to 95%
Reduced OSHA reports by 30% after implementation of safety program
Restructured organization that reduced 10% of salaried employees contributing significant cost savings
Successfully directed organization operating at a 25% to 30% negative variance to a 5% to 7% positive operating variance
1992-03 - 1995-06
Engineering Manager
Hubbell/Ohio Brass Company, Aiken, South Carolina
Company Overview: Manufacturer of high-quality insulators and arresters for high voltage applications with sales of $65 million to join five-person senior management team
Scope of responsibility included quality assurance, process engineering, new product development and oversight of a $6.2 million capital plan
Appointed to corporate acquisition team
Implemented ISO-9001 across two plants and achieved registration within eight months
Developed new product launch procedure that consisted of design reviews, simultaneous engineering and Ansys thereby, increasing product quality and reliability and reducing time to market by 40%
1990-05 - 1992-03
Program Manager
GTE Circuit Assembly Operation, Williamsport, Pennsylvania
Company Overview: Manufactures high quality circuit assemblies for the defense industry
Rapidly promoted through positions of increasing responsibility
Provided overall project management and management of a staff of 60
1987-08 - 1990-05
Manufacturing Engineering Manager
GTE Circuit Assembly Operation, Williamsport, Pennsylvania
Advanced to assist with capital planning and process development
1985-04 - 1987-08
Senior Quality Assurance Engineer
GTE Circuit Assembly Operation, Williamsport, Pennsylvania
Selected to coordinate efforts with the United States Navy on quality issues and manage the Standard Electric Module Qualification Program
Conducted extensive design experiments for wave solder operations that reduced solder defects by 22%
Spearheaded implementation of statistical process control throughout the facility
Certified as a Category 'C' Instructor Examiner by the United States Navy for WS6536 implementation
Education
Bachelor of Science: Mechanical Engineering
University of Pittsburgh - Johnstown, PA
Military Service
United States Marine Corps, A6 Plane Captain, Received several commendations for outstanding performance
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