TIMOTHY M.

WHITE
www.linkedin.com/in/timothymichaelwhite/ Brookfield, Wisconsin 53045 262.389.0263 tmwhite224@gmail.com

Summary of Experience Enthusiastic executive with demonstrated leadership experience in manufacturing, operations, strategic development, performance and cost management. Proven success in profitable team building through Lean activities, Six Sigma, ISO 9001, process and product improvements, inventory reductions, project management, and implementation of highly skilled, cross functional teams focused on continuous improvement, short term execution and building for the future. Metal-Era, Inc., Waukesha, Wisconsin Oct. 2012 to Nov. 2013 A private $30 million metal fabricator specializing in Roof edge systems for the commercial industry. Director of Operations: Responsible to the President for implementing internal structure for improved on-time deliveries, quality, flexibility, efficiencies, and lean manufacturing techniques with direct reports in production, purchasing, inventory control, maintenance and shipping/receiving. Implemented a cross training program and matrix. Result: Over 200 new and/or improved skills. Developed an employee led continuous improvement program. Result: $100,000+ cost savings in first 10 months. Program was expanded to all other departments in the company. Designed and Performed all Safety training, inspections and changes needed to bring the company up to OSHA standards. Result: Company Safety program established and compliant. Created Inventory and Purchasing Analysis reports. Result: Improved cycle counts, Reduced Inventory in both raw and finished goods by 27% and enabled purchasing programs with key vendors improving inventory turns by 23%. Cultivated 5S, Flow Manufacturing and Visual tools. Result: Eliminating wasted movement, relocated equipment for better flow, improved scheduling function and improved on-time deliveries to 98%+. E.R. Wagner Manufacturing Co., Milwaukee, Wisconsin Jan. 2012 to Oct. 2012 A private $32 million metal fabricator specializing in Hinges, Hinge Assemblies and Tubular products primarily used in the automotive industries. Plant Manager: Responsible to the President for leading two divisions to world class standard for on-time deliveries, quality, flexibility, efficiencies, and implementation of lean manufacturing techniques with direct reports in production, manufacturing engineering, maintenance and shipping/receiving. Implemented an on line location system for tooling and material. Result: Reduce set-up time. Developed and led project meetings with Manufacturing Engineering. Result: Improved project completions. Mayville Products Corporation, Mayville, Wisconsin Apr. 2011 to Jan. 2012 A private $20 million metal fabricator specializing in enclosure solutions and contract manufacturing of precision welded frames and frame assemblies. Manufacturing Manager: Responsible to the General Manager for leading manufacturing in the areas service, quality, flexibility, efficiencies in on-time delivery, and implementation of lean manufacturing techniques with direct reports in production and facilities management. Influenced the decision to restructure the engineering department. Result: Improved focus and throughput. Implemented a 6S program in the paint division. . Result: Reduce set-up time. Developed the structure, equipment and layout for internal welding school. Result: Allowed for in house training. Racine Metal-Fab, Ltd., Racine, Wisconsin Dec. 2004 to Feb. 2011 A private $13 million metal fabricator specializing in light gage fabricated products and assemblies. Director of Operations: Responsible to the President for leading operations group to world class standard for service, quality, flexibility, efficiencies, on-time delivery, and implementation of lean manufacturing techniques with direct reports in production, quality, inventory control, purchasing, facilities management, engineering, and shipping/receiving. Identified need for JIT delivery system for key customers, Implemented Kanban and JIT delivery of raw materials with key vendors. Result: Reduced finished goods inventory by $850,000 and raw materials inventory by $150,000. Developed and established continuous lean activities including 5S, PDCA, root cause analysis, and pull manufacturing. Result: Improved workflow, added floor space for customer stocking program, and improved on time deliveries from 83% to 98.8%. Initiated set-up reduction Kaizen events. Result: Reduced set-up hours by 34%, gained 9,600 production hours, increased pieces produced per hour worked by 32%, and manufacturing dollars per hour worked by 27%.

Analyzed processes and procedures, directed documentation, and resolved audit findings for ISO implementation. Result: Obtained ISO 9001:2008 certification on first pass. Expanded plant to consolidate 2 operations, utilized value stream mapping, 80/20 and 5S to identify and sell excess equipment and tooling, and introduced lean/flow technology in plant layout. Result: Doubled sales, reduced lead-time by 25%, and earned Mid-Market Growth Award. Authored job descriptions for all production, quality, purchasing, and engineering departments leading to creation and introduction of work skills and training matrix. Result: Increased employee work skills by 154% enabling double-digit growth without additional resources. GKN Sinter Metals, Inc., Germantown, Wisconsin 2003 to 2004 A $30 million producer of powder metal components Plant Superintendent: Responsible for manufacturing P&L, including scheduling, coordination, and organization of manufacturing processes to meet quality, safety, productivity, and on-time delivery standards. Led team of 100 employees, a Quality Engineer, Process Engineer, and 5 supervisors. Introduced and implemented Short Interval Control boards at key manufacturing points. Result: Reduced scrap by 60% and downtime by 25% and provided for real time employee communica tions and quick identification of maintenance issues. Launched Kaizen events implementing new Total Productive Maintenance programs. Result: Surpassed annual Overall Equipment Effectiveness (OEE) goals within first 3 months. Created and managed training matrix and cross training program. Result: Improved employee skills built flexible work force, removed historical need for expedited shipments to meet deadlines, eliminated temporary labor and reduced reliance on overtime by 20%. Guhring Inc., (Subsidiary of Gottlieb Geuhring oHG) Brookfield, Wisconsin 1990 to 2003 A $35 million designer and producer of custom precision cutting tools and wear-resistant coatings Plant General Manager 1996 to 2003: Responsible to the President for operations management, P&L, and business strategy. Managed up to 200 employees at 2 facilities with 8 direct reporting managers: Quality Control, Quoting and Engineering, Plant Engineering and Maintenance, and the manufacturing divisions. Led initiatives to reverse operating losses and sustain profitability utilizing Lean Manufacturing, cellular production, automation, 5S, and flow manufacturing. Result: Increased throughput, reduced late orders by 73%, sustained growth of 72% on incoming orders and achieved 96% on-time delivery. Implemented quality programs and teams and instituted safety teams and award programs. Result: Reduced cost of quality as a percent of sales from 7.35% to 1.73% and achieved 3 consecutive years with zero lost time injuries. Developed employee recognition and cross training programs. Result: Improved productivity and increased levels of flexibility to enable a 32% workforce reduction; improved morale and retention, reduced turnover by 50%, and eliminated utilization of temporary help. Drove ISO certification. Result: Obtained ISO 9001:2008 certification on first pass. Led plant expansion, start-up of 2 divisions and an established satellite plant. Result: Positioned companys entry into new markets. Developed inventory reports. Result: Reduced raw material inventory 66% in 42 months. Served as ERP system Project Leader during implementation and subsequent upgrades. Territory Sales Manager 1990 to 1996: Responsible for detailed marketing reports, territory management, and providing sales, application knowledge, technical support, and training to end users and sales distributors in Ohio, New York, and Pennsylvania. Evaluated and tested product performance against competition and conducted on-going evaluation of territory sales/distribution. Result: Identified growth opportunities and increased sales from $700,000 to $3,200,000. Awarded Salesman of the Year in 1994 and Rookie Salesman of the Year in 1991. Prior to 1990: Held positions of increasing responsibility as Department Supervisor and Manufacturing Engineer, at Crawford Fittings, Cajon Division, in Solon, Ohio, Product Specialist, Engineering Supervisor, Product Designer, and Tool Designer at Sandvik, Incorporated, F/K/A Warner & Swasey, Balas Collet Division, Education: BA-Business Administration, Summa Cum Laude, Capital University, Columbus, Ohio, 1992 Engineering Technology, Cuyahoga Community College, Cleveland, Ohio Professional Development: Courses in: Demand Flow Technology Principles and Implementation, Value Analysis, Quality Control, MRP, Sales, Dale Carnegie Management, Effective Speaking and Human Relations, Larry Halt International - Advanced Leadership and OSHA Compliance.