Tim Hand

Developed benchmark processes for RTX manufacturing standards, avoiding 350+ direct labor headcount and improving on-time delivery by 50%.

Coached site strategic plans, achieving record delivery and cost performance in 2024 and 2025.

Developed annual goal alignment strategies, aligning tactical and strategic targets to drive performance.

Trained over 200 employees as core champions and 1,000 as core apprentices at North Berwick site.

Mentored 10 core professionals, reinforcing core principles within OEM aftermarket and modular assembly.

Defined and implemented continuous improvement strategies, enhancing operational excellence in raw materials and logistics.

Developed deployment plans aligning continuous improvement initiatives with supply chain needs, ensuring effective integration.

Established show floor communication tools to prioritize customer requirements, facilitating collaboration between remote and onsite employees.

Fulfilled the role of interim raw material and logistics manager, addressing a 900-receipt backlog caused by customer growth.

Directed operations for 103 direct labor employees, three supervisors, and eight technical support staff across three shifts, ensuring effective workflow and productivity.

Championed business improvement initiatives, leading to expanded direct volume and enhanced operational capabilities at Dover.

Enhanced on-time delivery from 43% to 78% and improved efficiency from 47% to 83%.

Achieved scrap reduction from 1.47% to 0.35% during a period of doubled demand.

Facilitated 17 performance improvement efforts, resulting in $3 million reduction in production costs.

• Led program management for product line, improving gross margin from 37% to 45% in three months. Coached teams in designing value stream flow lines, reducing footprint and increasing throughput by 30% within three months. Reorganized assembly lines using cellular design, reallocating 20 personnel and avoiding $750,000 in hiring costs. Implemented machining practices that decreased manual labor content by 60%, saving $1.5 million within one month. Trained staff on 5S program across all six facilities, resulting in full implementation in three months. Designed packaging solutions that saved 60 hours of labor and $200,000 in labor costs post-payback. Co-designed SIG Performance System for continuous improvement across all manufacturing sites. Led operational excellence initiatives for continuous improvement in manufacturing practices.
• Led cross-functional teams to drive project execution and alignment with strategic goals.
• Developed and implemented program plans to ensure timely delivery of objectives.
• Facilitated stakeholder meetings to gather requirements and address project challenges.

• Implemented kaizen events that improved operator utilization by 400%, generating $3.5 million in cost savings within three months.
• Implemented flow line, reducing headcount by 40% and floor print by 50% while maintaining throughput and shortening lead time, optimizing resource allocation.
• Created and deployed Alere operation system for Scarborough, supporting deployment across eight international sites, achieving $10 million in cost avoidance through lean implementation.
• Facilitated cellular design for sister facility, reducing labor content and inventory buffers from six months to one month, opening space for new product line.
• Established operation system measurements and corporate alignment through key performance indicators and a business control center, enhancing operational visibility.
• Developed Alere supplier scorecard for comprehensive supplier performance measurement, improving supplier accountability.
• Invited as guest speaker at GBMP annual conference to discuss lean manufacturing systems in healthcare.

• • Facilitated training for 350 plus employees throughout our clients' work streams. • Implemented standard work with operations level employees that increased production and sustained at a rate of 500%. • Reduced field operations service costs by 200% within 3 months. • Decreased backlog from 7200 jobs to 1000 in under 4 months through scheduling tools and visual management, generating $12 million in annual savings for client. • Trained and developed 4 lean practitioners for client across various fields, facilitating improvements aligned with Senior Vice President-level initiatives.
• Led cross-functional teams to enhance operational efficiency and service delivery.
• Implemented best practices for inventory management and logistic processes.
• Trained staff on safety protocols and standard operating procedures.

• • Co-designed and implemented 2 new manufacturing facilities in Rochester, NH and Commercy, France, enhancing operational capacity. • Defined, created, and implemented operational excellence (Shingo) model for international and domestic cell operating system within AEC with alignment to meeting production requirements for both yield and rate. • Implemented lean value streams in 4 of 5 AEC Facilities with the operational excellence and varying levels of management to meet schedule demands for product development and production, while creating culture within manufacturing operation to identify and fix manufacturing antinomies at the source of creation. • Leading Corporate AEC Hoshin for Operational Excellence, Business management systems, bid and proposal, and employee engagement to ensure alignment throughout the 5 major AEC facilities. • Implemented mix model cellular manufacturing in AEC product development center while maintaining and improving production rate. • Trained 150 employees across various levels in lean cellular manufacturing, problem solving, and value stream mapping, fostering a culture of operational excellence.
• Led technical teams in developing advanced composite materials for aerospace applications.
• Oversaw project timelines and ensured compliance with engineering standards and specifications.
• Coordinated cross-functional communication between engineering, production, and quality assurance teams.

Implemented lean manufacturing principles, establishing a cell operating system that reduced production lead time by 40% and increased operator efficiency by 32%.

Led manufacturing engineering and continuous improvement initiatives across multiple product lines to optimize processes and enhance overall productivity.

Developed strategic plans for value stream enhancements for Boeing 787 landing gear and 3D woven LEAP fan blade engine.

Directed initiatives to improve quality, reduce costs, and streamline labor and cycle time to align with customer demand.

Managed staffing and capacity needs, facilitating asset acquisition and installation for production ramp-up to support increased manufacturing demands.

Delivered quality performance improvements through lean methods at key suppliers in Pratt & Whitney supply chain. Identified improvement opportunities using data and statistical analysis to enhance supplier performance. Trained employees at all levels in lean tools, ensuring successful closure on initiatives. Facilitated lean activities in diverse manufacturing environments, driving improvements in casting and finished goods production. Implemented process changes and low-cost solutions, contributing to enhanced delivery efficiency. Managed teams from general management to operators, fostering a lean culture and continuous improvement. Established quality and manufacturing frameworks that yielded 30% improvements across four suppliers. Drove significant delivery and quality enhancements through strategic process innovations.

• Led continuous improvement initiatives to enhance operational efficiency and reduce waste.
• Collaborated with cross-functional teams to identify process improvement opportunities.
• Facilitated training sessions for staff on lean methodologies and best practices.

• Coordinated job assignments and material control for 32 senior employees, improving on-time manufacturing deliveries.
• Achieved certification in 17 manufacturing processes, supporting value stream performance in high-demand environments.
• Led cross-functional teams to enhance manufacturing processes and operational efficiency.
• Developed and implemented strategic initiatives to improve product quality and reliability.
• Mentored junior staff on best practices in aerospace manufacturing standards.