Tom Skinner Email & Phone Number

Irving, Texas, Us

• Drove aftermarket parts transformation via global RI Product Group Lifecycle Managers and Design Controls. Responsible for 3 workstreams – delivering Operating Profit After Capital Charge (OPACC) improvement, part digitization, branding, part number governance, and manufacturing.• Orchestrated significant OPACC Benefit Improvement, demonstrating financial acumen and strategic engineering.• Executed a commendable 28% net reduction in part numbers (P/N), exceeding the commitment by 2X. Actively contributed to a Part Number Governance permanent corrective action – development of a cutting-edge parts discovery tool to avoid parts proliferation. Led the classification of 250k hydraulics, electronics, and drivetrain parts while revolutionizing aftermarket processes.Drove 4X OPACC benefits through supplier consolidation, logistics data analytics expanded, and engineering data-driven replacement initiatives, resulting in 18 consecutive quarters of net P/N reduction.Nominated and was selected as the RI finalist for the 2023 Chairman’s Award for Process Excellence. • Drove brand adherence improvement from 64% to a perfect 100% among RI's Top 80% revenue service parts.Provided leadership in the development of a PowerBI dashboard to track monthly brand changes.Amplified brand adherence for new part releases, soaring 30% via LEAN Built-In Quality (BIQ) brand gates.Updated the Engineering Brand Standard by integrating new electrification and autonomy part types, ensuring alignment with evolving technological landscape.• Championed Additive Manufacturing by internally sourcing 3D printing of dozens of low volume service parts, propelling innovation, and cost-effective solutions. • Developed Enterprise Component Strategy for Hydraulics, optimizing resource allocation and operational effectiveness.

Irving, Texas, Us

• New Source Introduction / Product Validation – streamlining operational processes while maintaining qualityProvided valve service part sourcing leadership for Gosselies, Sagami, and Joliet plant closings.Communicated a comprehensive move schedule, managed stakeholder communication, and facilitated bi-weekly control meetings. Managed daily lab activities, fulfilled 63 test requests, and tested 350 production actuators.Completed Hydraulic valve validation testing for move to Monterrey, Mexico and Wuxi, China.• Engineering Lab Move – ensuring seamless transition and operational efficiencyCollaborated with teams to assess relocation options, develop concept layouts, and secure VP approval.Created a validation and testing process map, conducted interviews, and established 3 quality gates. Nominated for 2020 Sustainability Excellence Award – Hydraulic Innovation & Validation Excellence Lab.

Irving, Texas, Us

• Progressive engineering management roles – managing NPI, design and test engineering staff up to 19 direct reports.Valve NPI Program Management (2009 – 2016) – Annual average of 53 NPI programsJoliet Engineering Test Lab (2014 – 2017) – hydraulic system & component testingPurchased Finished (PF) Hydraulic Valve Design Control (2012 – 2016) – 3200 partsMiscellaneous Internally Finished Control Valve Design Control (2008 – 2009)• Spearheaded workgroup improvement initiatives that boosted employee opinion survey scores for Leadership, Inclusion, Values, and Excellence by 25 points (from 343 to 368 out of 400) in 3 years, exceeding annual goals. • Focused personal development on Making Great Leaders (360 Feedback), fostering a no-gap workplace environment.• Developed Valve Product Group Strategy through a Global Leader Profile (2014-2015).• Developed and implemented Component Design Input Templates (CDITs) to capture critical valve requirements and NPI program information. Made CDITs a mandatory Valve NPI Project requirement and part of Gate Review scorecards. • Transformed valve quality through proactive design standardization and BIQ design reviews, achieving: 100% defect-free Gate 6 design reviews and 93% for Gate 7 (2016)73% & 80% reliability improvement (12 Months in Service (MIS) and 2MIS Defects per Unit (DPU), 2009-2013)59% reduction in hydraulic valve warranty per machine (2008-2012)• Revolutionized hydraulic valve NPI process, achieving: 95% 1st Pass Gate Review rate, reducing executive review time to under 30 minutes per program.437 Valve Gate Reviews with a 95% 1st Pass Rate supporting machine product groups. Delivered an average of 4.5% under extended cost targets of $120M+.