Customer Service Manufacturing

TIM G. SMITH

**** ******** ***** *., ***. *** Collierville, TN 38017 901-***-**** **********@*******.***

VICE PRESIDENT OF OPERATIONS

Strategic Planning / P&L / Inventory & Cost Control / Turnarounds / Global / Value Stream / Lean

Continuous Process Improvement / Customer Service / Union Relations / Multi-Site / Six Sigma

Combining strong operations management and extensive quality assurance expertise, I produced a continuous record of achievements streamlining operations, increasing productivity, and reducing costs across very competitive manufacturing environments. I successfully led organizations to achieve greater efficiencies through new or enhanced procedures/processes, driving bottom-line improvement. Further competencies include:

 Building and leading high performance organizations to exceed objectives

 Containing costs while increasing customer satisfaction and profitability

 Utilizing Lean Enterprise skills to promote continuous improvement

 Ensuring quality products and reliable on-time delivery

 Rapidly synthesizing information and making timely, high-quality decisions

I received my MS in Manufacturing Management from Kettering University and BBA in Accounting from Western Michigan University. I also hold certifications in Supply Chain Management from Michigan State University and Lean Manufacturing from the University of Tennessee.

SELECTED ACCOMPLISHMENTS

Implemented six sigma, customer-focused strategy, generating savings of $4M. Quality performance at Parker Hannifin was not meeting customer expectations, while internal metrics were identifying no problem. Shifted strat-egy of group to six sigma approach, redirecting quality focus to more customer-centric measures. Certified 18 Black Belts, improving customers’ quality experience and cost of overall quality.

Established aggressive Lean inventory program, freeing up $10M+ in cash flow.

Recession was causing re-tracted sales and reduced profits for Parker Hannifin with need to improve inventory management and free up cash. Worked closely with 12 divisions and 33 plants, using Lean tools (Kanban, single piece flow and pull) to reduce inventory from 72 days sales to 51 days.

Overhauled manufacturing processes to improve customer product delivery. Processes at Thyssen Krupp were departmentalized and worked in batch processing methods, leading to late and incomplete order shipment. Deployed new Lean manufacturing strategy, transferring process to linked process with flow. Improved on-time deliveries from 75% to 95% and order completeness by 10 points. Increased capacity by 20%.

Reengineered inefficient production method, saving $2M+ annually. Paint process yield at Steelcase was low, with ever-shifting quality requirements, causing rework, scrap and late shipments. Developed new quality standard and established defect acceptance by quantity per surface space and type. Significantly reduced number of rejects and improved customer service.

CAREER OVERVIEW

Parker Hannifin, Inc. $10B manufacturer of hydraulics for commercial and industrial applications.

Group Lean Manager – 2007 to 2010. Mentored and guided 12 supply chain leaders in Lean principles, yielding multi-million dollar inventory reductions. Achieved 40% improvement in Value Stream lead times and order fulfillment velocity. Deployed tools allowing self monitoring and management of manufacturing processes.

Director of Operations, Chelsea Products Division – 2005 to 2007. Recruited to lead international, multi-site manufacturing operations with full P&L authority, staff of 130 and budget of $20M. Improved on-time delivery of products and achieved significant improvement in inventory. Won company’s Lean Manufacturing Award.

Director of Operations, Thyssen Krupp Elevators ($1.5B elevator company) – 2004 to 2005. Led manufacturing operations, directing 600 employees with budget of $250M. Launched production system using Lean principles in union environment. Improved on-time delivery performance and order completion, redesigned scheduling process.

Manufacturing Superintendent, Steelcase, Inc. – 1993 to 2004. Promoted continuously to positions of increased responsibility with $2B office furniture manufacturer. In this position, led multi-site power paint shop and vertical file factory for $300M systems business with 300 employees and $60M budget. Created Lean manufacturing environment in high volume facility. Improved manufacturing throughput by 25%. Relocated plant to Georgia.

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