Tim Matthews
Summary
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.
Knowledgeable Operations or Engineering executive with solid track record in executive leadership, steering companies toward growth and innovation. Proven ability to implement strategic initiatives and improve operational efficiencies. Demonstrated excellence in team collaboration and strategic decision-making.
Overview
40
40
years of professional experience
Work History
President / Owner
5M Enterprises
04.2020 - Current
- 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)
Corporate Director of Continuous Improvement
Butterball
07.2016 - 04.2020
- 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
Global Engineering Specialist / Chief Engineer (SME)
FMC Technologies
03.2012 - 07.2016
- 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
General Manager
Team Oil Tools
01.2011 - 03.2012
- 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
Corporate Planning Manager (SME)
Oceaneering International
02.2009 - 01.2011
- 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
President / Owner
5M Enterprises
05.2007 - 04.2009
- 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
Global Director of Operations
Ametek / Chandler Engineering
03.2007 - 02.2009
- 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
Corporate Director of Operations
LaBarge
04.2005 - 03.2007
- 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
Vice President General Manager, Petroleum Analyzer Company
Roper Industries/Petroleum Analyzer Company
06.2000 - 05.2002
- 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
Director of Operations/General Manager
Hubbell/AB Chance Company
07.1998 - 06.2000
- 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%
Plant Manager
Hubbell/AB Chance Company
03.1995 - 07.1998
- 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
Engineering Manager
Hubbell/Ohio Brass Company
03.1992 - 06.1995
- Company Overview: Manufacturer of high quality insulators and arresters for high voltage applications
- Recruited by 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%
Program Manager
GTE Circuit Assembly Operation
05.1990 - 03.1992
- 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
Manufacturing Engineering Manager
GTE Circuit Assembly Operation
08.1987 - 05.1990
- Advanced to assist with capital planning and process development
- Utilized industrial engineering techniques to layout the plant into cellular manufacturing
Senior Quality Assurance Engineer
GTE Circuit Assembly Operation
04.1985 - 08.1987
- 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' Instructure Examiner by the United States Navy for WS6536 implementation
Education
B.S. - Mechanical Engineering
University of Pittsburgh
Skills
- Leadership team building
- Organizational leadership
- Strategic planning
- Operational excellence
- Operations management
- Project management
- Budget management
- Process improvement
- Innovation and creativity
- Consulting
Military Service
United States Marine Corps, A6 Plane Captain, Received several commendations for outstanding performance
Timeline
President / Owner
5M Enterprises
04.2020 - Current
Corporate Director of Continuous Improvement
Butterball
07.2016 - 04.2020
Global Engineering Specialist / Chief Engineer (SME)
FMC Technologies
03.2012 - 07.2016
General Manager
Team Oil Tools
01.2011 - 03.2012
Corporate Planning Manager (SME)
Oceaneering International
02.2009 - 01.2011
President / Owner
5M Enterprises
05.2007 - 04.2009
Global Director of Operations
Ametek / Chandler Engineering
03.2007 - 02.2009
Corporate Director of Operations
LaBarge
04.2005 - 03.2007
Vice President General Manager, Petroleum Analyzer Company
Roper Industries/Petroleum Analyzer Company
06.2000 - 05.2002
Director of Operations/General Manager
Hubbell/AB Chance Company
07.1998 - 06.2000
Plant Manager
Hubbell/AB Chance Company
03.1995 - 07.1998
Engineering Manager
Hubbell/Ohio Brass Company
03.1992 - 06.1995
Program Manager
GTE Circuit Assembly Operation
05.1990 - 03.1992
Manufacturing Engineering Manager
GTE Circuit Assembly Operation
08.1987 - 05.1990
Senior Quality Assurance Engineer
GTE Circuit Assembly Operation
04.1985 - 08.1987
B.S. - Mechanical Engineering
University of Pittsburgh
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