Thomas Pletcher

Oversaw day-to-day operations of two CMXG shops, promoting Art of the Possible (AOP) concept.
Coordinated training sessions, enhancing team skills and knowledge.
Managed Recore project generating savings of over $500,000 annually through heat exchanger core reproduction.
Performed periodic audits of shop processes to identify areas for efficiency improvement.
Created Job Safety Analysis for various equipment to ensure proper safety protocols.
Collaborated with engineering on equipment upgrades, ensuring operational readiness.
Maintained daily flow charts to optimize production flow and address shop needs.
Facilitated regular performance feedback for subordinate leads, identifying development opportunities.

• Managed VPP SharePoint page, maintaining accurate and current information and links.
  Represented CMXG group in executive-level meetings, providing updates on safety concerns.
  Assisted squadrons with safety issues, conducting investigations and identifying appropriate solutions.
  Organized quarterly supervisor conferences to review corrective actions and address concerns.
  Updated monthly newsletter (Porcelain Press) to effectively communicate important information.
  Revamped continuity book for VPP and refreshed fall protection program binder with recent research.
  Served as alternate program manager for Fall Protection and Confined Space programs.
  Acted as Voluntary Protection Program management representative for CMXG group.

Restructured tool crib operations across three locations, ensuring effective inventory support for missions.
Managed attendance and shift scheduling for multiple site personnel to maximize efficiency.
Fostered high morale among support staff and production teams, contributing to a positive work environment.
Ordered tools and expendables while making critical daily decisions for tool cribs and chemical rooms.
Conducted performance evaluations as first-line supervisor to promote employee growth.
Enhanced inventory control and personnel management, resulting in recognition as top-performing facilities.
Serviced E-3 aircraft independently in Building 2136, demonstrating technical proficiency.
Trained new employees on aircraft maintenance procedures, improving overall task execution.