Tim Mcintosh Email and Phone Number
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Operations Leader | People focused | Continuous ImprovementWhen I started my career as an engineer, I wouldn’t have guessed that 15+ years later I’d be leading operations teams. I entered my first job with GM focused on the technology and and left focused on people and process improvement. With each step of my education and professional development I've sought opportunities to grow my ability to improve people and operational performance. I've gained valuable experience forming teams, launching sites, and improving operational performance across a variety of industries and companies -- ranging from airplane factories to Amazon warehouses. In my current role, my teams and I are scaling-up and improving life sciences manufacturing processes. My best days at work are when I can apply my leadership and problem solving skills to address our organization’s biggest operational challenges. I thrive in an environment where I can collaborate with teammates to solve problems and grow together as professionals. Specialties: Team Building, Leadership, Lean Manufacturing, Continuous Improvement, Problem Solving
Maveneer
View- Website:
- maveneer.com
- Employees:
- 12
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Senior Engineering ConsultantMaveneer Oct 2023 - Present
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Senior Director Of OperationsCharles River Laboratories Feb 2022 - Jul 2023Led a 200+ person life sciences manufacturing organization, with direct responsibility for manufacturing, quality, training, operational excellence, and site facilities including capital budgeting. Our team successfully met the challenge of doubling production capacity while also improving key customer-facing quality measures.Accomplishments include:►Implemented improved continuous improvement processes and improved daily management systems to the operations organization, resulting in 50% improvement to key product quality measures and 40% reduction in manufacturing cycle time.►Led manufacturing organization through production ramp-up, scaling production capacity by 2x. Responsible for leading hiring and production readiness activities required to launch a new production line. -
General ManagerAmazon May 2020 - Sep 2021Nampa, Idaho, United StatesLed a 3,000+ member Fulfillment Center for Amazon, with direct responsibility for operations, quality, and training organizations (dotted-line responsibility for safety, HR, and facilities). My team and I launched the BOI2 Amazon Robotics fulfillment center in 2021. We were the first Amazon FC in the state of Idaho and took pride in developing partnerships with our community.Accomplishments include:►Led BOI2 Fulfillment Center through initial 2020 launch, recruited 90+ salaried leaders and scaled to over 3,000 Associates within the first six weeks of operation.►As first Amazon Fulfillment Center in Idaho, developing community outreach strategy focused on supporting local food banks, shelters, and STEM education programs.►Drove improvement to business through daily management system and continuous improvement tools, achieving network-leading position in quality, variable cost per unit, and employee engagement. -
General ManagerAmazon Apr 2017 - May 2020Led a 500 member Fulfillment Center for Amazon, with direct responsibility for operations, quality, and training organizations (dotted-line responsibility for safety, HR, and facilities). My team and I launched the MDW8 heavy/bulky item fulfillment center in 2017. Just one short year after launch, we completed a major retrofit to increase capacity and better serve our customers.Accomplishments include:►Led MDW8 Fulfillment Center through initial 2017 launch and two major retrofits within our first year of operation, scaling inventory capacity by 3x and throughput by 5x.►Implementing people development processes to prepare our next generation of leaders, growing over 10 shop floor Associates into Area Managers within our first two years of operation.
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Senior Manufacturing Manager - Lean/Continuous ImprovementBoeing Jan 2015 - Apr 2017Charleston, ScLed an eleven-member operations improvement team at Boeing South Carolina 787 Final Assembly. Our team collaborated with Everett, WA counterparts to create a production system that met challenging business targets. We also engaged with shop floor teammates to drive continuous improvement.Accomplishments include:►Partnering with site leaders to form cross-functional problem solving teams, supporting 30% Final Assembly flow reduction goal.►Implementing portfolio management process to prioritize, assign resources to, and provide visibility into improvement initiatives.►Developing a strategy to better-leverage value stream mapping as a tool to drive continuous improvement. ►Saw opportunity to introduce Toyota 8-step problem solving method, applied method to reduce cost of quality by 15%. -
Manufacturing Manager - Lean/Continuous ImprovementBoeing Jun 2013 - Jan 2015Charleston, ScFormed and led a cross-functional Lean/continuous improvement team, comprised of a mix of shop-floor mechanics and experienced Industrial Engineers. Together, we developed and applied a structured problem solving process based on the Toyota 8-step problem solving method to attack the biggest problems in the factory. Within 6 months, our team became a benchmark for driving continuous improvement to our South Carolina 787 Final Assembly production system. Accomplishments include:►Reduced 787 Final Assembly cargo team flow time by 50% through application of Lean and project management tools.►Mentored six Mechanics as they made transition from shop floor to our team as part of a rotational program., helping them to develop skills and gain full-time positions as Operations Analysts.
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Manufacturing Engineering ManagerBoeing Jun 2012 - Jun 2013Charleston, ScLed a ten-member team of Engineers and Project Managers in our 787 Final Assembly organization. Our team drove improvement to Final Assembly operations through projects focused on defect reduction, cost reduction, and productivity improvement.Accomplishments include:►Managed a project portfolio with $3M in cost reduction opportunity for Final Assembly operations.►Reduced manufacturing costs by $750k by leveraging best practices from a partner site to create a structured genba walk process.
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Manufacturing ManagerBoeing Jul 2011 - Jun 2012Charleston, ScDuring my first role at Boeing, I led team of six shop floor mechanics. Our Composite Repair team was responsible for performing airplane repairs across our Boeing South Carolina site. During my time with the team, we created improved metrics and daily management processes. This resulted in both improved morale and improved team performance.Accomplishments include:► Improved customer trust and satisfaction by partnering to develop new priority setting process and customer-facing metrics.► Achieved 50% response time reduction by challenging standard practices and implementing innovative cross-training program.► Strengthened team morale by engaging teammates to improve career development and recognition processes.
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Operations Strategy Analyst (Mba Internship)Sikorsky Aircraft Jun 2010 - Dec 2010Stratford, CtDuring my six-month MBA internship with Sikorsky, I partnered with the Sales and Operations Planning (S&OP) team to improve capacity planning methodology. Accomplishments include:► Created statistical demand forecasting tool for Sikorsky rotorcraft, facilitating a more data-driven approach to capacity planning. -
Development EngineerGeneral Motors Jun 2004 - Jun 2009Milford, MiCollaborated with cross-functional teams to establish vehicle requirements and developed brake systems to meet those requirements. Our teams worked hard to develop an understanding of customer wants and collaborated with teams to problem solve around challenging cost and performance trade-offs.In this role, I was also fortunate to have had the opportunity to contribute to GM's strategic initiative to globalize product development activities. I worked with teams around the world to share engineering best practices and contributed to a standard approach to brake systems development shared by GM's global engineering centers.Accomplishments include:► Reduced variation in key brake system performance measures by 75% through benchmarking initiative with GM-Europe.► Identified opportunity to reduce costly physical testing and introduced simulation method to cut development time by 30%.► Improved engineering best practices and GM-Mexico technical capability through joint technology transfer project.
Tim Mcintosh Skills
Tim Mcintosh Education Details
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Aeronautics And Astronautics -
Master Of Business Administration (Mba) -
Mechanical Engineering -
Mechanical Engineering
Frequently Asked Questions about Tim Mcintosh
What company does Tim Mcintosh work for?
Tim Mcintosh works for Maveneer
What is Tim Mcintosh's role at the current company?
Tim Mcintosh's current role is Senior Engineering Consultant @ Maveneer.
What is Tim Mcintosh's email address?
Tim Mcintosh's email address is ti****@****zon.com
What schools did Tim Mcintosh attend?
Tim Mcintosh attended Massachusetts Institute Of Technology, Massachusetts Institute Of Technology - Sloan School Of Management, University Of Michigan, University Of Michigan.
What skills is Tim Mcintosh known for?
Tim Mcintosh has skills like Lean Manufacturing, Cross Functional Team Leadership, Continuous Improvement, Leadership, Process Improvement, Project Management, Program Management, Cost Reduction, Quality Improvement, People Development.
Who are Tim Mcintosh's colleagues?
Tim Mcintosh's colleagues are Patrick Wilson, Pe, Pmp, Mba, Mikel Pype, Lance Patonai, Pmp, Cammeo Harry, Lance Robinson, Wade Gubbels, Allison Cook.
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Tim McIntosh
Columbia, Mo4missouri.edu, aol.com, umsystem.edu, hotmail.com5 +141046XXXXX
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5launch-angels.com, richmond.edu, yet2ventures.com, chartline.com, chartline.com -
Tim McIntosh
Mount Pleasant, Sc2gilbaneco.com, choateco.com -
3westfallgroup.net, gutenberg.edu, gmail.com2 +154168XXXXX
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