Tim Randolph Email & Phone Number

Grand Rapids, Michigan

Detroit, Michigan

Company Continuous Improvement Strategies Group

Toledo, Ohio

Transitioned from a Complex IE Manager to a Production Manager’s role for the Jeep Cherokee platform producing approximately 1900 vehicles each day and employing 3600 hourly and 270 salaried workers. Provide leadership to 11 direct hourly reports and four salaried with approximately 230 indirect reports.Oversee lean manufacturing initiatives as the WCM Workplace Organization Pillar Lead for the entire complex, including the Jeep Cherokee Line (BIW, Paint and Assembly) and Jeep Wrangler line (paint and assembly). Lead the implementation of “Workplace Organization” activities at main suppliers. Drive problem solving activities through the creation of kaizens to resolve throughput issues and to meet and exceed budget requirements. Eliminate all Non-Value Added Activities (NVAA), ergonomic issues, and variations. Expertly direct skilled trades in product moves, support and the design / build of low cost automation to improve plant-wide efficiency.* Played a pivotal role in the successful launch of the new Jeep Cherokee. Eliminated all throughput issues and increased jobs per hour from 46 to 60.* Achieved a self-assessed score of four out of five in workplace organization (the first score of a four at Chrysler).* Initiated kaizens saving $12M out of a complex targeted $30M with projects implemented since January 2014 that will carry though until yearend. Eliminated manpower and implemented productivity improvements.* Established the quality network within the plant as a part of a World Class Manufacturing pillar.

Toledo, Ohio

Developed budget and led more than $30M in yearly cost saving initiatives. Coached and mentored Business Unit Leaders, Team Leaders and World Class Manufacturing (WCM) specialists in use of tools and concepts to identify and eliminate NVAA. Teamed with FIAT and plant management to execute the FIAT WCM Lean Manufacturing System. Introduced kitting initiatives and the reorganization of the internal logistics system to achieve plant productivity. Trained groups in Total Industrial Engineering (TIE) through workshops, continuous improvement activities, and focused problem solving / kaizen workshops. Collaborated with Advanced Manufacturing Engineering to develop processing equipment for the new Jeep Cherokee and Jeep Wrangler. * Worked seamlessly with labor relations and UAW officials on grievances and to negotiate new labor contracts. Processed all materials, communications and the implementation of engineering and process changes. * Spearheaded launch of activities for the new Jeep Cherokee.

Mobile, Alabama Area

Led all aspects of operations for this manufacturer of prop plane engines to include quality, safety, and oversight of the steel shop, machining of crankshafts, conn rods, cam shafts, cylinder heads, and heat treat systems. Managed production schedules and developed and maintained budget; created strategies to replace aging equipment. * Increased plant productivity with new state-of-the-art machine shop equipment and the launch of lean manufacturing methodologies.* Slashed scrap 90%; improved FTC from under 40% to a high of 80%; improved manufacturing proficiency from what was typically manufactured in 31 days to 18 days.

Sterling Heights, Michigan

Led all engineering activities for a plant producing more than 900 vehicles per day with 2500 hourly employees and 190 salaried workers (Dodge Avenger and Chrysler Sebring). Executed lean manufacturing measurements including kaizen workshops and continuous improvement activities.* Recognized for launching the only vehicles at manpower target. * Met budget each year.

Detroit, Michigan

Spearheaded engineering launch activities, including all plant processes, layouts, man assignments, budgets, etc. in support of the Jeep Grand Cherokee. Plant produced 1000 vehicles per day and employed 2800 hourly workers and 200 salaried. Met all budget targets during tenure.

Troy, Michigan And Rochester Hills, Michigan

LEAR CORPORATION • October 1996 — November 1999Corporate Quality Manager – General Motors Seat Assembly Division; Troy, Michigan (August 1998 — November 1999)Quality Manager – Rochester Hills General Motors Seat Assembly Plant (October 1996 — August 1998)

Albion, Indiana