Timothy Dixson Email and Phone Number

Responsible for business transformation efforts within Transmission Engineering. Built and deployed a demand and capacity model for engineering scoping and engineering design operations utilizing existing data sets. Made recommendations directly to senior management regarding issues with data integrity and usability. Developed a forecasting method for long-range resource requirements used for sizing demand load and developing a strategy for secondary capacity. Worked to implement a pull production system within transmission engineering to increase velocity and reduce waste. Partnered with engineering operations and project management to deploy business process improvement solutions.

Responsible for intermediate and long-term capacity planning and analysis for the company, globally. Create and maintain capacity and personnel requirements models. International travel to establish and propagate best practices established at the corporate site for optimization of capital equipment utilization, performance metrics implementation, and data analysis, utilizing SQL and Excel for automation. Work directly with the COO to manage the global capital expenditure budgets of up to $25M annually. Provide regular reports for capacity, personnel, and capital expenditure. Implementation of production model changes in the largest and fastest-growing segment of the business, reducing manufacturing span for the fastest-growing and highest-volume production by 60%-93% per product, and reducing labor requirements by up to 40% per product.

Responsible for facilitating and sustaining Lean initiatives throughout the company. Using Visio and MS Project, lead and managed the re-layout effort of multiple production facilities. Developed and delivered Lean training and production system management training. Implemented multiple 5S solutions. Manufacturing process improvement. Created statements of work and supervised Lean interns. Lead workshops to realize nearly $150,000 in labor and material savings in the first calendar year.

Facilitated all Lean/CI activities within the manufacturing business unit. Created and delivered the Lean training program. Created a value-stream focused structure for continuous improvement. Implemented both production and non-production kanban systems. Built and executed the internship program, partnering with the University of Washington. Maintained supervisory duties of two interns as direct reports. Used Microsoft Access to create reports for WIP and work order tracking to schedule in support of creating and implementing master scheduling business processes.

Responsible for teaching and implementing lean manufacturing principles and tools enterprise-wide, as well as facilitation of kaizen events, continuous improvement project management and design of experiments. Developed a company-wide lean deployment structure. Constructed ROIs for new capital equipment. Application of continuous improvement and business process improvement concepts in an FAA PMA repair station. Participated in dozens of technical interviews for engineers and engineering management candidates.

Project management-focused role in a service industry. Responsible for end-to-end project development, planning, and implementation including cost-benefit analysis, utilizing MS Project, SharePoint, and Visio as a project management toolset. Participated in behavior-based interviews for industrial engineers and managers.

Lean manufacturing-focused continuous improvement in a fabrication facility. Responsible for capacity planning, supply chain management, forecasting, value-stream mapping, cost-benefit analysis, project management, and implementation. Utilized MS Access and Excel for data acquisition and analysis. Also acted as the team safety focal and site ergonomics focal.

Supervised and performed duties involving request, receipt, storage, issue, accountability, and preservation of individual, organizational, installation, and expendable supplies and equipment.