Resume for Larry Plymale

Location:

United States

Posted:

November 10, 2008

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Resume:

In [****- ****], George Wythe High School

In [1967-1974] Night School @ Richmond Polytechnic Institution RPI in Richmond Va. Now VCU/MCV College

In [1968-1974], I was hired by Richmond Ship Yard, {James river location, Canal St}a Division the New Port News Ship and Drydocks and there I was excepted into, their advance 5 yr. Apprenticeship/Training program for welding/fitting, Drafting and Machining, at their Richmond Va. Location.

On, or about the year 1970, I started a Small Machine Shop Business, It was mainly, just a part time, fill the gap type of business /hobby , that I exspected to make a little money , doing small runs/jobs. I bought a Cincinnati number two tool and cutter grinder from a company in Hines West Virginia. I then bought a small Bridgeport number two. Soon after I bought a Colchester lathe. I wanted to have a hobby/business. I started to do various Precision grinding jobs and soon I needed to buy a Cylinder grinding machine, it was a Grisetti 12X60 Universal cylinder grinding machine qith a swing down I D Grinding Attactment. Eventually I purchased many other types, of the usual shopped equipment. This hobby turned out to be a small thriving business , I found myself working long hours, occasionally 24 hours straight , sometimes, I would work all weekend long, to completed JOBS, for Companies like, Reynolds Metals [Can Division] just to keep up. I never really wanted them to know, just how small of a small business I was. The head purchasing agent there{Reynolds Metals}, was Tommy Albright, we also played church softball together . He was a great third baseman cannot played center field . I still own most of the equipment, that I bought, to this very day. Plus I have added to this list of equipment. All of the machine shop equipment, has, generally been used as a second source of income, to help put my Daughter/Grand Daughter, through college. Also I have used this equipment for experimental pet projects. One of the item, I have been working on, is a new revolutionary diesel engine. No matter where, in the country that, I have located. Generally, within 4 to 6 months, as a rule, I have always, move the equipment to my garage or a building close by. So I can continue my many pet projects and experimental inventions like the revolutionary diesel engine. I have never allow my working at my own hobby/shop, to interfere with my duties, and my main full time day job, it seems to relax me.

In 1974 I started working for Moline Machine company. I was hired in as a tool grinder/tool maker/precision grinder at top pay. I enjoy working at, Moline Machine and hated to leave, in 1976, to work at Tri State Machine and Tooling, in Memphis Tennessee.

In 1976, I went to work, as a production superintendent, at Tri State Machine and Tooling, in Memphis Tennessee. My duties and responsibilities; Write Operation Sheets, for all jobs in house, OSHA and safety, estimating, programing, select /order/purchase proper tooling to match respective jobs.One of the things, that I became proudest of, Was a new, [job order system]. For example: If, we were awarded the contract, on SAY; June the 9th, 1977, and the Customer was Reynolds Metals , then the purchase order would match the JOB order, as follows 6-09-77-R.M. Finance have their own purchase order and billing system. That had nothing to do, with my own [INHOUSE] job order or purchase ordering system. All materials ordered for that job, {6-09-77-R.M} number including the tooling and labor, was charged to THAT NUMBER. So, when ever a tool came in, the receiving department, knwe what/where the TOOL BELONGED, same with the Material. The date reminded everyone, when, it came in ALSO. So the date numbering/job order.purchasing system, WORKED GREAT, AT A FLASH, without needing to look anything up! I also, revamped the entire quality control systems by adding some SPC. WITH RESPECT TO MANUFACTORING.

My duty was, to usher through the plant, the various types of jobs. We had some long production runs, but the bulk of our business was one of these, 10 of them, 50 of those. We also made Turbine Shafts and multiple stages pumps, both large and small veins and housings, for the Tennessee Valley authority and for the [shipping/vessels] industry. So, it was my challenge to produce these items in a smooth, concise and profitable manner. However, the owner had neglected to tell me the company was in grave financial condition. As, I could not figure out and I was perplexed, why items we need, were not being purchased and delivered. But after he decided to level with me, we settle on a plan of action, that would, hopefully take the company out of this condition. What I have been telling the owner, Mr. Owens and his Vice-President Mr. Robert Rogers, ever since I had gotten to Memphis, Tennessee, the machines were, not the type we need (these days), they were too old/outdated and some wore out. Most, had severe inadequacy and needed immediate replacement. Some of the men, lacked proper training and were under skilled, for the task they were charged with. Some men, seem to not really care if the company profited or not; they just wanted a paycheck. So a new and bold training program had to be instituted immediately. The I started to look, for a way, to cull out, the ones who really didn't seem to care. The owner soon agreed with me, on many points and thus began the restructuring of Tri State Machine and Tooling, in Memphis Tennessee. My direct boss/supervisor, that I worked under, was a Mr. Donald Palm, the plant manager. Mr. Donald Palm and I, got along marvelously and together, we developed a strategy for success. After two years there, Mr. Donald Palm, inform me, he had been offered a better job, paying a lot more money, somewhere in Pennsylvania and had agreed to accept it. He also, informed me, he was recommended me, for the job as Plant Manager. I worked, there another three years as Plant Manager but continued my duties as the chief estimator, and it addition to all of the above duties. It was not uncommon, for me to work 60 to 70 hours a week. It was the hardest five years I ever worked, but it was the most rewarding and by far the most interesting job, I had ever had to that time. The number one thing that I've tried to instill, in each and every employee, was that our main enemy, was the enemy of the error. If we could eliminate the enemy of error, manufacturing could be come fun and profitable. I ensure the employees that I would do my part. My first step was better lighting. My second step, was to clean up and organize the working area. My third step was to instill pride and TRAINING, by making every single person responsible, for what he or she did, right down to the floor sweeper. Whenever you tell a person “this work represents you”! And quality work, reflex directly on the person doing it. This seems to get their attention. Once a week, generally on a Monday or a Wednesday, I extended the lunch period and additional paid, half hour. During the lunch hour I showed safety & traning films. This was a great opportunity, to go over DO'S and don'ts, as they relate to the various jobs. Once a month I would try to have a guest speaker, to talk about new tooling, safety & in general, part manufactoring. These are but a few, of the many steps, I initiated. I made many life long friends, trim the payroll from 220 employees down to 80 and had transformed the company, from more of a Manual machining operation, doing long runs, over to more of a automated with some NC machine. We also, loved, the HARD Large Parts, as they Seemed to have, less company's bidding on them, SOMETIMES, WE WERE THE ONLY BIDDER. The company was making more profit with less headache and overhead. As the owner’s son was taking over the company, I decided to take a job in Lorton Virginia as I have a desire to get back to my home state, of Virginia.

In 1981, I went to work for TRA Incorporated in Lorton Virginia as an Assistant Plant Manager. It was just a warehouse with four walls, a roof and a concrete floor. It was here that I had my first contact with 80% military or military/government related jobs. So I had to help select equipment, setup and write the complete Quality Control Manual, got Gov't approval, then put in practice, this quality control program under [Mil. 45208 Rev. J], so, I trained personnel, bid jobs, in some cases repair machinery, interact with customers.Write Operation Sheets, for all jobs in house, OSHA and safety, estimating, programing. This was a completely new STARTUP Business. Actually, I imitated some of the things I had done at, Tri State Machine and Tooling. Here also, the plant manager and I got along grandly, he managed the money side and I concentrated on the manufacturing, purchasing and tooling, estimating, safety, hiring and training the new employee’s, set up and monitored quality control. Tevic, the Plant Manager, was from Turkey. The owner was also from Turkey(born in Turkey that it’s) and now on American citizen. His name was Assel Gazin (the owner). Tevic{the plant manager}, ended up leaving in 6 mo. the go to Work, for TWR, as a Product Engineer. And I assumed full time responsibility as Plant Manager. Some of the types of work we did at TRA, machined/harden and then ground, transmission parts, Titanium Engine Locking Rings for McDonnell Douglas and large 5 Ton Diamond Rio cast iron cylinder heads, {completely from raw casting}. They were for the Turkish Army. My duties, at TRA was roughly a mirror image of what I, had installed at, Tri State Machine and Tooling. And Mr. Assel Gazin Started me at $46,500 and I ended up at $48,250. But up the road in Washington, DC, a manned by that the motor the name of O Roy Chalk, wanted me to come to work for him at 900 at Michigan Avenue. And 1984, I decided to make the move.

In 1984-1988, I went to work D C Tech Research and Development, on 900 Michigan Avenue, Washington, DC as Plant Manager. My starting pay was $52,500. And this was the largest CNC machining facility, {and with a large prototype Manual machining section}, east of the Mississippi river it cost Mr. Chalk, $25,000,000 to build, I was later told he got a bond, of some nature. While at, D C Tech Research and Development, my duties were very similar that of, TRA but was much more intense. Our customer list included, Boeing aircraft out a Seattle Washington, Pratt and Whitney, out of Florida, Zetron out of Canada, the department of the army doing reverse engineering and department of the Navy. We also did some work for the Jonathan Corporation in Newport News. And a company called Philadelphia Ship, I believed they, hyphenated the name to Phil-Ship and I believe they were located somewhere around the Virginia Beach or Norfolk area. We also did work for Richmond Engineering work closely with a Mr. Eastman their. Here we also made Titanium Ball Sockets, for joint replacement in humans. We worked closely with catholic university next door. Here my duties were, summer to what I've done in the pass and to work closely/sign off, with estimators and bid price of all “requests for quotations”. I also had to supervise all machine operations and meet with customers, to discuss any changes/modifications. It was a challenge but, I got this company certified for Mil. 45208 revision J. While working at the D C Tect Research and Development, I was privileged to meet a Mr. Richard Allen, President Reagan’s National Security Adviser. Mr. Richard Allen had a fellow with him by the name of Oliver North. Since we were so close to the capital they were frequent visitors, as we had many pet projects of theirs, in process and that fact (the closeness) seem to kept us, under constant pressure to complete all their task faster. Eventually, Mr. Richard Allen resigned as the president’s security adviser and became my direct boss as Executive Vice President of our company. He and I worked closely together for quite a while. Then he resigned to become the ambassador to Taiwan, by special appointment, of President Reagan. Dwight D Eisenhower’s nephew, a Michael Gill became our new Executive Vice President 75% to 85% of our working process, was one of these and two of those, sometimes even 30 of them. The type of jobs I worked on, were turbaned shaft work, Lambert Seals{these are used to hold in steam pressure on shafts} they are extremely tight tolerance. We did the first Space Stations Capsule Connectors/Coupler’s, to be used on the space station expansion/project. There were many occasions where we work hand in hand with a National Bureau of Standards in Gaithersburg Maryland. We had so many projects in process with the National Bureau of Standards, so much so, that they were starting to complain to the Commerce Dept about their duties as Guardians of the world standards and They{the SBA} should not be involved in these projects. The Department of Commerce wanted them{the SBA} to continue, as directed by them{the Department of Commerce}. But the National Bureau standards still maintained they were the Guardians of standards and should not to be engaged in manufacturing pet projects with us. So the Department of Commerce simply change their name, to the National Institution of Standards and Technology, thus their name became known as, ( N.I.S.T ) or NIST for short. This seems to quench all of their complaints. Of interest, I worked with Ken Wilkerson and Doug Aluson, on a special project called the Seattle Limb, during this time , in the early Nineteen Eighties. Ken Wilkerson was Oliver North's ROOM MATE, while they both were in the Marine Cor. and Doug Aluson, was an Engineer, specializing in Digital Motion. While it in Seattle Washington , I worked with Dr. Burgess. Although all our contribution was small but the experience was monumental. I also was privileged to meet Susan Hemingway daughter, to the famous Ernest Hemingway. Susan Hemingway, was finding 80 percent of the development of this Seattle Limb and enjoyed being catered to, whenever she was around. My ending salary, at D C Tect was $56,500 a year. The traffic in Washington, DC was driving me crazy. It would sometimes take me 3 hours just to get to my job, whenever it snowed, as I had bought a house in Aqua Harbor, near Garrisonvillie Virginia. I was offered a job, at the Bouligny Company, so in 1988 I decided to take the job and move to, Charlotte North Carolina.

January of 1988, I was contacted by a Mr. William Cagle of the Bouligny Company. This was a very Larger Plant, doing textile, product. I was to head all Precision Part Manufacturing. As he was telling me they were experiencing an extremely high number of REJECTS in their precision grinding operation. It addition there manual machining operation was in trouble. I immediately put into operation many training programs. Some of the training, concerned, how many times to flip the item/part, to keep it from becoming warped, during the grinding operation. Sometimes when it did warped, too much, I would show them, various peening techniques to straightened badly warped parts. Sometimes on shafts materials, I would need to show them various heat treating methodology for straightening extremely long and short shafts. For Surface Grinding, a flat steel parts, that were warped, I would shows them how the three magnetic parallels, method. So, as to grind one side flat and then flip the part, to the flat side so as to locate off of that precision side so as to grind the sides precision a flat.

In 1990, I went to work for Questar Industries as Plant Manager, at $62,500 a year and my duties were similar, to that, of the above company and was a start of operation, also. We built a lot of railroad diesel parts for a company at a Seattle Washington and one up in Gaithersburg Maryland call Preheat Welding. The owner of that company was Mr. Charlie Payne the two companies later merged and we continue doing work for both plus a wide range of government contract. Here I also wrote a complete quality control Manual, which was instrumental/mandatory for the company, to become certify for 45208 revisions J and later qualified it for Mil.9858. We also started manufacturing diesel liners for General Electric locomotives and some General Motors EMD engines. This was very profitable for the company. The owner Mrs. Joan Akins [She was Voting Com. Under Reagan] Well she wanted/decided to hire her father’s plant manager of Lancaster Steel Company, out of Pennsylvania, that had just closed down. She installed him as the vice president of manufacturing at Queststar Industries. Lancaster Steel Company manufactured shells for the navy. In other words they Made the Same PARTS over and over and Mr. Kosty, in my opinion had no clue, how to run a small run/type of JOB SHOP. He seemed to be well versed on how to run 10,000 parts. As he was changing the direction of the company and my philosophy, seem to conflict with his. In may of 1992 I decided to resign as plant manager. The company went out of business Oct. of 1993, after he took the helm and the company scrapped 300 Titanium Landing Gears for the F16 fighter. Also I heard that Ms. Akins had become very sick.

In 1993, I started my own company Superior Diesel Works, in Currituck NC. We built, modified and manufactured diesel engines. This was highly profitable for me and I made a great deal of money doing it. When I say we built, modified and manufactured Diesel Engines, I mean we literally built the components from scratch, in some cases. After making a great deal of money, in 1997, I bought a piece of property in West Point Virginia. A Marina/Restaurant, during the time, that I was modifying and rebuilding this property I also, had been working, vigorously on creating a new revolutionary diesel and I have almost completed this project. This property, as well, as the place in Currituck NC., was completely destroyed by a hurricane, and like many people, in La. Miss. I found out we were NOT covered by rising water and lost everything. Running low on funds, for this engine project and looking for something to do, while visiting a friend in Temple Texas, I was asked to apply for a job at Texas Hydraulic and they snatched me up ASAP. I am working there at the present time, my supervisors name was Billy Pitts. [UPDATE]: He{Billy Pitts} resigned and is a District manager for a large Japanese tooling company. My new supervisor, is Brett Krueger, his phone number is 254-***-****. Please feel free to call him at any time. And the main number is 254-***-****, if you have any questions please feel free to contact me by e-mail at ***********@***.*** or my phone number 804-***-****. And my Social Security number is ***-**-****. As a coincidence my former plant manager at Tri State Machine and Tooling Mr. Donald Palm move from Pennsylvania to Fredericksburg Virginia and is now the plant manager of Tev-Teck I believe is the way it spelled not positive. I talk to him about eleven months ago and I believe his phone number, now is 540-***-**** ext 102. I’m sorry I don’t have more phone numbers but my resume is in Virginia and I am in Temple, Texas and most of the above is the best I can do from memory again any questions please don’t hesitate to call me. At the present time, I am working and here in Temple Texas. At Texas Hydraulic, and my duties are to evaluate and improve, grinding, tooling needs, recommend quicker faster better machine techniques, identify different tools and tooling for machining quicker faster better and fix special tooling. As an example of and one of the massive improvements, I have already designed and manufactured, Two special carbide reamer, one was for, a job that had been taking [1 hour to 1 hour 20 minutes just to make one part and one out of 20, would fail to meet the plus or minus tolerances].. After I’ve made this special Carbide Reamer, this operation was reduced down to, a run time of 10 minutes each. In other words, 20 parts, in the past took up to 2 1/2 days, to complete and NOW THESE SAME 20 PARTS are being {RUN} in 21/2 hours. This is but one example, please feel free to contact my immediate supervisor, was Mr. Billy Pitts, now it is Britt Krueger at Texas Hydraulic. [1-254-***-****]. and if no answer, call his company cell at [254-***-****]. From all I have been told, they are extremely eager to retain my service but who knows, please ask them. I do not think, they are able to meet my salary requirements, please feel free to ask him or anyone, at Texas Hydraulic's any pertinent questions, if any phone numbers, have changed, please let me know, I try to locate.

I was awarded the national plant manager of the year by A. M. A. S. For my Work and Achievements at Tri-State Machine & Tooling. And I did receive Honorable mention for the work I did at TRA.

References; Dr. Loren Thompson and

Strategic Studies at Georgetown University

202-***-****

Dr. Joseph LaVane @ MCU/MCV Rich. Va.

Dr. Dennis Swave Dr. Robert E Lach chief NC Machine

National Bureau of Standards

Gaithersburg Maryland 20899

301-***-****

I can be Hands on and I make this same offer, to every company, as I did to, Texas Hydraulic, if I am considered for a position, at your company, you may escrow my salary, for the first 30 days and if you are not 150% satisfied with my performance, you owe me nothing and I will not except one PENNY. What I bring to the table, is a positive can do attitude, as I have never ever failed, at anything, I have set my mind to accomplish, well except for, maybe restaurant business. Anyway, simple philosophy, that I believe in, hold heartily, concerning wisdom. Wisdom comes to those that can look in the mirror and see many flaws that others do not I always tell the employees. "I don't know" are magic words and is the KEY, that opens the DOOR, to knowledge. My experience and accomplishments are to Vast, to name in anyone document but I am ready willing and able to expand my horizons. If you have a new product or need one, I can help start and complete, just about, anything, a SANE Man, can dream up, in a fast Profitable Configuration , on time and within budget . You will find me very loyal and I will serve only one master, at a time, not many. That Master, is the Company I work for. Please feel free, to ask me any questions about manufacturing, so as to set your mind at ease. Anything, from a start up operation, to a company in financial difficulty, or an ongoing operation, . I am aware, everything has to be considered, in a manufacturing environment and sifted through, from the garbage to garbled. In some parts, of this country, trash/metal pickup is extremely costly And even, the SIZE of your Bathroom's, if they are too small, can slow production, as you grow. The type of teamwork, is the ultimate important factor. But the selection, of the proper processes, in the proper sequence, that doesn’t overtax the man or the machine’s ability. Also, one of the most important factors. Upper Management has a DUTY, to be the guardian of the company’s assets. The assets include fixed machinery, perishable tooling, the well being of the employees, and that well being, should include, an ongoing training programs.{Because it benefits everyone, for the employee to always have progression, in his or her skill level}. One must always bear in mind, happy customers make repeat customers and repeat customers make happy owners. The bending of the above elements into one great tasting stew, sometimes requires a great chef and not a Short order COOK. To do this, sometimes, you have to walk in there shoes or at least understand, their environment. In other words, everything has to be considered, even insignificant items. Overlooked things, no matter how small the detail, if unexpected, can derail the project. When I step in to a ongoing operating or a (company in trouble) [and there are many definitions of a company in trouble] Well, sometimes I like to come in and for the first 30 days evaluate, then, if needed, make recommend. My goal is to fit in, by walking with the individual, not pushing, nor pulling. And my philosophy about employees is quite simple/yet complex in meaning. There are four types of employees: ones that quit and leave; ones that quit and stay; ones that criticize everything that’s been done. And the fourth; ones that create. I believe I am a creator and not a criticize. Creative employees are always fun to be around. TEAM PLAYER, are the builders, of a good foundation and motivates everyone to be part of something wonderful. I love a challenge and I am eager to see if I can fit in, with your company. I believe in the principles of Six Sigma methodology, consisting of the steps "Define - Measure - Analyze - Improve - Control," is the roadmap to achieving The Ultimate Quality and Business plan, in my opinion.

Because of the position here at Texas Hydraulic, I was given a complete physical, drug test/screening, blood test and underwent a complete background check. I believe every company, these days, need to do likewise.

Respectfully: Larry Plymale

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The following will outline in chronological order the work history, duties, responsibilities and areas of expertise. This will be in letter form, with the dates starting in parentheses in bold and dates ending employment in bold.

In [1963- 1967], High School

In [1967-1974] Richmond Polytechnical Institution RPI in Richmond Va. Now VCU/MCV College

In [1968-1974], I was hired by Richmond Ship Yard, {James river location, Canal St}a Division the New Port News Ship and Drydocks and there I was excepted into, their evening and weekend 4 yr. Apprenticeship/Training program for welding/fitting and Machining, at their Richmond Va. Location.

Contact this candidate