TYRONE THOMAS
Carmel,IN
Summary
Reputable for driving high results. Has a strong working knowledge of assembly and machining production processes. Extensive experience in startup facilities and launching innovative programs and installation of new equipment. Planning and managing large (~US$ 220M) capital projects within schedule and budget. Possess strong leadership skills, along with outstanding communication and interpersonal skills with experience presenting to all levels of personnel within an organization. Has demonstrated experience implementing world class manufacturing techniques and building a continuous improvement culture. Has exceptional planning and problem-solving skills along with the ability to prioritize. Has an innate ability to motivate people and drive culture change. Experienced Manager proficient in managing manufacturing operations with exceptional team supervision, project coordination and analytical problem-solving skills. Optimizes resource use to achieve challenging targets. Diplomatic in resolving disputes and coordinating diverse teams.
Overview
27
27
years of professional experience
1
1
Certification
Work History
DIRECTOR OF OPERATIONS
FRITZ WINTER NORTH AMERICA LP.
2021.10 - 2022.05
- P/L responsibility for non-unionized automotive component facility with over 300 employees including 12 direct salary managers providing leadership and training to accomplish company goals and objectives
- Organized management review presentations for executive team to track program metrics including schedule attainment, program milestones, authorized undefined work, change orders, and program status
- Co-implemented an entire plant TPM program and improved plant OEE by over 15% by reducing unplanned downtime
- Created a leadership and operational excellence training program for front line supervisors and functional managers that included leadership development, problem solving, leader standard work and gemba walks to create a continuous improvement culture
- Driving results by fostering creativity and accountability in a performance-oriented culture which led to reduction in scrap from 10% to 4%, a $600k cost savings in six months and a rolling 12-month 5 PPM average to customer
- Created a project management process and cadence to align site initiatives with a phased program transition to achieve new customer product qualification
- Partnered with functional leaders to implement level production visual displays to track safety, quality, delivery adherence, and other site key metrics as enablers to drive business decisions.
PLANT MANAGER
NTN DRIVESHAFT ANDERSON INC.
2016.08 - 2021.10
- Full responsibility for multi-site operations with all functions reporting directly which led the development of 400k sq
- Ft greenfield start up and expansion totaling $81M in capital spend for the fabrication and installation of driveshaft operations
- Accountable for EH&S, compliance total customer and regulatory requirements, and execution of site start-up, reporting directly to the Chief Executive Officer
- Created, executed, and reported master schedule milestone progress to internal and customer leadership
- Key milestones achieved included customer process qualification, 100% schedule attainment and IATF16949 site accreditation
- Lead effort to hire supporting team for site including operations team, supply chain, engineering, and quality resulting in employee retention below 3.5% and successful launch of new company
- Deployed and coached corporate Lean Manufacturing concepts and other productivity improvement initiatives which led to plant being selected 3 consecutive years to represent North America Region at Global Kaizen Project Competition which we won 3rd place overall out of 32 plants
- Translated corporate and business unit strategy into an operational business plan and budget, which ensured plant producing parts meeting or exceeding customer demands with single digit PPM, and 100% customer on-time delivery for 4 consecutive years, in a safe and efficient manner.
OPERATIONS MANAGER
FCA, KOKOMO TRANSMISSION PLANT
2000.03 - 2016.07
- Managed 16 salaried staff and 600 hourly UAW employees, in 2 assembly departments for 3200 employee facility on 3 shift operations
- Planned and directed all department activities for alignment with company goals and objectives; coordinates with executive management and other department heads as required
- Developed budgets and approved expenditures for supplies, materials, and human resources, ensuring that materials, labor and equipment is used efficiently to meet production targets
- Determined staffing requirements, and interviewed, hired, and trained new employees, or oversaw these personnel processes for department and plant
- Recommended and supported lean manufacturing principles including, 5S, TPM, SMED and value stream analysis to improve production capabilities and reducing cost by an average 25% and helped the plant achieve the bronze award in World Class Manufacturing (WCM) after demonstrating clear know-how and competence in the manufacturing methodology
- WCM is a methodology that focuses on eliminating waste, increasing productivity, and improving quality and safety in a systematic and organized way.
LAUNCH BUSINESS UNIT LEADER
FCA
2010.11 - 2014.04
- Responsibilities include managing launch activities of 8 speed Transmission sub-assembly lines and prismatic aluminum machining lines, including equipment installation and qualification timing, hourly team leader development, production startup, final PFMEA documentation, manpower assessment and placement
- Resulted in fastest program launch in Chrysler history
- Led workstation development activities, which included WCM concepts, benchmarking efficiency and utilization processes, and built-in quality
- Other responsibilities include soft skill development for hourly team leaders and members, performance assessment process for hourly team leaders, and technical training plans for skilled trades
- Analyzed process parameters influencing product variation and assisted production teams and engineers in the identification of root cause and coordination of process improvement/savings actions resulting in $1.5M cost avoidance.
QUALITY AND QUALITY ASSURANCE SYSTEM MANAGER
FCA
2008.08 - 2010.11
- Managed 6 shop floor inspectors, document control, and 3 quality engineers to ensure compliance with both internal and ISO procedures and uninterrupted product flow to our customers
- Responsible for all aspects of the ISO 9000 and ISO 14000 Quality and Environmental Management System including problem solving, corrective actions, internal audits and continuous improvement which led to achievement of both certifications.
PRODUCTION MANAGER MACHINING
FCA
2007.08 - 2008.08
- Responsible for plan, development, and execution of all projects for business teams in 3.5L crankshaft, camshaft, and connecting rod machining departments of 40 employees
- Leads multi-discipline, multi-level problem solving business teams concentrating on developing initiatives to exceed specific departmental throughput, cost, and quality goals
- Executed initiatives that successfully increased production throughput, system efficiency and part manufacturability while reducing cost
- Improved throughput on all three machining departments by 5% within four months of assuming responsibility of departments
- Have best throughput in division for crank machining dept
- Reduced scrap by 57.6% and manufacturing below 1.2%, 1.5%, and .5% scrap build for the three respective machining lines
- Reduced man hours and overtime by 8%.
PRODUCTION MANAGER ASSEMBLY
FCA
2003.07 - 2007.08
- Planned, developed, and executed all projects for teams in 2.7L Assembly, including 5 new product launches
- Lead multi-discipline, multi-level problem solving business teams concentrating on developing initiatives to exceed specific departmental throughput, cost, and quality goals
- Assisted in training hourly and salary employees' plant wide in Lean Manufacturing Principles and implemented Lean System and TPM program on the 2.7L Assembly Line
- The 2.7L engine line was challenged to be the first existing program to implement lean practices
- Personally responsible for training and managing 10 manufacturing teams of 107 total individuals in subjects including waste identification, standardized work, visual management, and problem solving
- End results included delivering 104.1% of customer quotas, a 4.2% increase in overall line productivity from 89% to 93.2%, improved conversion cost of 6% from the previous year, a reduction in man hours per unit of 5%, and a 150% improvement in quality in assembly functional audit from 36 to 10.
MACHINING SUPERVISOR
FCA
2001.07 - 2003.07
- Supervised and directed daily operations of 14 UAW employees on the 2.7L crankshaft line
- Identified and implemented improvement opportunities focusing on safety, quality, delivery, cost, and morale indicators
- Managed all breakdowns and facilitated scheduling of maintenance issues during shift
- Coordinated and directed labor to meet daily production schedule
- Facilitated bottleneck initiatives and presented group activities to management weekly.
ASSEMBLY SUPERVISOR
FCA
2000.03 - 2001.07
- Supervised and directed 50 to 90 UAW employees on 2.7L engine assembly line
- Planned and directed the workforce daily through process control, quality standards, safety, productivity, cost initiatives
- Coordinated and directed staffing assignments to ensure line coverage were met to meet daily production schedules
- Scheduled weekend and overtime work for production
- Supervised all major breakdowns and worked with maintenance to resolve specific process issues in a team environment and a timely manner.
MEDICAL NCOIC
UNITED STATES ARMY
1995.03 - 1999.03
- Responsible for medical and dental readiness of a 417-soldier combat engineer battalion
- Trained and certified over 300 soldiers in basic first aid
- Prepared, conducted, and evaluated individual and group training programs
- Triaged casualties and examined patients to determine extent of injuries or nature of illnesses
- Provided immediate care to wounded, injured or critically ill patients
- Determined requirements for, administered emergency treatment, and maintained intravenous fluids and oxygen therapy
- Controlled patient flow into examination rooms
- Assisted with and supervised outpatient care under physician supervision.
Education
Bachelor of Science-Business Management -
Concordia University
01.2009
Bachelor of Science-Biomedical Engineering -
Milwaukee School of Engineering
01.1994
Skills
- Operational Efficiency
- Operations Oversight
- Strategic Planning
- Strategic planning and execution
- Process Improvement
- Business Management
- Quality Assurance
- Cost Control
- Customer Service Management
- Budget Development
- Recruitment
- Employee Motivation
- P&L Management
Certification
- RABQSA Certified ISO 14001:Aug. 2008 Environmental Lead Auditor
- DDI Certified Facilitator, June 2007
- RABQSA Certified ISO 9001:May 2000 Lead Auditor
- Lean Manufacturing Systems - Application, Waste Identification, Standardized Work, 5S Visual Factory, Error and Mistake Proofing, Team Organization, Simulation, Operator Support Center Andon and Problem Solving. TPM- Improving Equipment Effectiveness, Sources of Contamination, Lubrication, Maintenance Work Cycle
Timeline
DIRECTOR OF OPERATIONS
FRITZ WINTER NORTH AMERICA LP.
2021.10 - 2022.05
PLANT MANAGER
NTN DRIVESHAFT ANDERSON INC.
2016.08 - 2021.10
LAUNCH BUSINESS UNIT LEADER
FCA
2010.11 - 2014.04
QUALITY AND QUALITY ASSURANCE SYSTEM MANAGER
FCA
2008.08 - 2010.11
PRODUCTION MANAGER MACHINING
FCA
2007.08 - 2008.08
PRODUCTION MANAGER ASSEMBLY
FCA
2003.07 - 2007.08
MACHINING SUPERVISOR
FCA
2001.07 - 2003.07
OPERATIONS MANAGER
FCA, KOKOMO TRANSMISSION PLANT
2000.03 - 2016.07
ASSEMBLY SUPERVISOR
FCA
2000.03 - 2001.07
MEDICAL NCOIC
UNITED STATES ARMY
1995.03 - 1999.03
Bachelor of Science-Business Management -
Concordia University
Bachelor of Science-Biomedical Engineering -
Milwaukee School of Engineering
- RABQSA Certified ISO 14001:Aug. 2008 Environmental Lead Auditor
- DDI Certified Facilitator, June 2007
- RABQSA Certified ISO 9001:May 2000 Lead Auditor
- Lean Manufacturing Systems - Application, Waste Identification, Standardized Work, 5S Visual Factory, Error and Mistake Proofing, Team Organization, Simulation, Operator Support Center Andon and Problem Solving. TPM- Improving Equipment Effectiveness, Sources of Contamination, Lubrication, Maintenance Work Cycle
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