Tim L.

Patterson
tim1660@att.net
Franklin, OH 45005 linkedin.com/in/TimPattersonOps (937) 631-1928
Plant | Engineering | Operations Management
Results-driven Manufacturing / Operations and Engineering leader with expertise in analysis, strategy, and innovative
solutions for a wide range of manufacturing processes. Twenty-five year track record of delivering productivity improvement
with significant cost savings and improved quality. Respected leader based on technical skills, clear and open communication,
and team building approach and also known for coaching, supporting, and collaborating with plant managers, production
leaders, operations managers and directors to drive continuous improvement, safety, quality and productivity improvements.
Unique leadership style provides superior results in both union and non-union environments. Driven by tomorrow's
challenges, not yesterday's accomplishments. .
Professional Profile
Core Competencies
Strategic Planning Manufacturing Operations Lean Manufacturing Facility Planning Capital Improvements
Process Optimization Project Leadership Cost Reduction & Avoidance Team Leadership Problem Solving
Operational Leader in Plant Performance
Go-to person for critical insight and knowledge on key decisions of when to pivot or persevere
Strategic Engineering & Manufacturing Optimization
Specialize in establishing best practices, operational procedures and standardization of product/parts flow
Strategic analysis and planning for facility closings, production consolidations, and global ventures
Experienced Process Improvement Engineer using lean production techniques
Adaptive and open to new thinking and data that contradicts the norm or standard processes to increase the
companys knowledge and to see old problems in new ways
Certified Lean Six Sigma Black Belt (CSSBB)

Career Experience
Navistar International Corporation, Springfield, OH
Change Control Manager Advanced Manufacturing Engineering (2011 2013)
Launched and managed the central Change Control group (45 people) within Advanced Manufacturing Engineering for all
manufacturing plants. Change control ownership ranged from assessing engineering design changes to implementing the
change on the floor. Directed and motivated a team that dealt with close to 10,000 manufacturing changes per month.
Generated over $3 Million in direct labor savings by leading the development of a new labor system for the whole
company.
Drove a 30% quality improvement into engineering releases.
Improved working relation between clerical union and management.
Reduced process planning work by 40%.
Integrated plants Product Break Authorization group, improved communication between plants, standardized process,
and identified tools to improve process.

Project Manager Center of Manufacturing Excellence (2003 2011)
Developed a centralized Industrial Engineering group focused on capacity utilization, productivity improvements, product
alignment, labor system standardization, and hours per unit analysis. Led a cultural shift from ones paradigm of a Truck and
Bus Manufacturing Division made up of seven plants to a single integrated unit.
Generated numerous strategic studies and analysis for plant closings, shifting, expanding or consolidating production;
strategy and capital planning for new operations, joint and global ventures.
Successfully recovered $2 Million in lost costs through identifying issues with current labor system, developing controls
and establishing audits
Directly responsible for all aspects of assemble facility of electric trucks. Accountable for site selection, construction,
planning, launch support, production, maintenance and meeting production, quality and financial objectives.
Developed an inter-plant benchmarking tool highlighting best practices.
Created and directed numerous productivity improvements through lean manufacturing principles.
Developed Competitive Landscape and manpower requirements for 5 year Truck Manufacturing Strategy and five year
manpower levels for each plant.
Tim L. Patterson
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Business Team Leader Plant & Mechanical Engineering Assembly Plant (2000 2003)
Directed Plant & Mechanical Engineering of four facilities and achieved scheduled deliverables and budget requirements by
responding with critical engineering solutions and human ingenuity. Developed working plans to achieve long-term strategy
for the efficiencies of plant maintenance and operations according to the corporate vision.
Managed the day-to-day demands of operating at a 98% equipment uptime.
Ensured the highest level of quality and accountability by developing best practices and documentation for all
mechanical and plant engineering functions.
Led and managed up to 29 full-time and contract engineers.
Procured machines and processes, managing a $15 Million capital budget annually.
Managed plant and mechanical engineering functions for four plants totaling 3.84 Million square feet.
Successfully supported the launch of the industrys first high performance truck that rolled out in 2001 through
numerous facilities changes, installations, major line moves and schedule changes with over a $25 Million budget.
Produced new cost reductions totaling $1 Million annually by implementing and managing the ongoing group effort to
maximize resources and identify savings to the Assembly plant.
Increased cohesiveness and morale of the engineering department.

Engineering Supervisor Body Plant (1999 2000)
Planned, led and coordinated all mechanical, manufacturing, industrial, and plant engineering activities for the production
and assembly of the steel and aluminum truck cab. Activities included successful launch of our new premium aluminum
conventional cab, plant layout and design, equipment installation, product program implementation, process improvements,
material handling, production standards and tool and die development.

Engineering Supervisor Wiring Plant (1997 1999)
Provided technical support and project management for the Urbana Wiring Plant. Directed activities necessary to design,
estimate cost, and plan installation of new equipment and processes. Supervised engineering functions to provide
production standards and make recommendations aimed at efficiency and process improvements. Provided leadership and
direction necessary to plan, organize and control activities of maintenance personnel.
Manufacturing Engineer Body Plant (1995 1997)
Industrial Engineer Foundry (1994 1995)

Calgon Corporation
District Sales Engineer (1991 1994)

Link-Belt Construction Equipment Company
Associate Manufacturing Engineer (1989 1991)

Education

MA, Management, The McGregor School of Antioch University, 1997
BS, Industrial Engineering, University of Iowa, 1989
BA, Math/Computer Science, Central College, 1986
Additional Educational Courses: Lean Six Sigma Black Belt, Advanced Coaches Training, Analytical Troubleshooting, Project
Management, Lean Manufacturing

Business Philosophy
Every day there are opportunities to learn from the individuals on my team and benchmark other companies who achieve
success with a genuine concern for the customer and for those who make it happen. Meeting or exceeding customer needs
requires bringing together the diverse ideas of different groups who work on the line, who maintain the equipment, who
engineer the product, and who run the company. Each persons contribution is valuable. My coaching and leadership style
communicates their importance and accountability to our success. In the end, I am accountable. There is no margin for
compromise. I am confident that doing business right results in success.