Trace P. Tandy Email & Phone Number

Responsible for leading engineering, new product development, manufacturing and supply chain strategy development and execution.

Responsible for manufacturing and supply chain strategy and execution.

Kansas City, Mo, Us

Director on the Board of Directors promoting the vision and mission of the institute. Currently working with staff to help with project management and Lean education to support a major element of the capital campaign underway to upgrade facilities.

Mr. Tandy is formerly the Vice President of Manufacturing for Milbank Manufacturing Co headquartered in Kansas City, Mo. Tandy had direct responsibility for all manufacturing operations at the company’s three manufacturing facilities, located in Kansas City, Mo., Concordia, Mo., and El Dorado, Ark. Tandy also was responsible for EH&S, continuous improvement support and tooling support resources company-wide. As part of Milbank’s Executive Management team, he helped establish the company’s strategic direction for the organization as a whole as well as manufacturing operations. He was an integral part of the Lean initiative. Since beginning the Lean journey in 2004, improvements include:-Reduction in injuries by 67% and workers compensation expenses by 93% -Improved revenue per employee by 85% between 2004 and 2013-Reduced COGS (Labor and Overhead) 19.5% between 2008 and 2013-Consolidation of manufacturing space reducing overall footprint by 40%-Reduced total lead time from 85 days to 19 days in a complex job-shop environment-Reduced WIP dollars by 92% and improving turns from 7.5 to 128 annually-Increased sales order on-time performance from 53% to 98%-Stock availability improvement from 88% to 96% with over 5,000 SKUs-Improved inventory accuracy eliminating physical inventory at all manufacturing locations

Kansas City, Missouri, Us

Self employed marketing and selling supplemental insurance, self-improvement seminars and various products and services.

•Responsible for all manufacturing operations including material planning, process engineering (Lean / Six Sigma) and maintenance.•Created and implemented an organizational restructuring plan to more effectively align support activities with the needs of the customer•Development of a policy deployment (Hoshin-kanri) model for the manufacturing organization in conjunction with the balanced scorecard performance measurement system•Developed and implemented a Theory of Constraints drum-buffer-rope operations model to improve overall product flow leading to the following: Improved on-time delivery from 73% to 96% Improved operating income for the site from break even to 6% EBIT

•Responsible for all fabrication and assembly operations for a contract manufacturing organization with two manufacturing sites serving telecommunication, medical and other high technology markets•Implemented a restructuring plan to more effectively align support activities with the needs of our customers•Developed and implemented a Theory of Constraints drum-buffer-rope operations model to improve overall product flow that led to the following improvements: Reduced recordable workplace injuries by 67%  Reduced production lead times by 50%  Reduced cost of internal material rejections by 40%  Reduce WIP inventory by 72%  Improved inventory turns by 90%

•Responsible for all aspects of the manufacturing operations including quality, human resources, purchasing and process engineering producing industrial casters and wheels•Development of a policy deployment (Hoshin-kanri) model for the manufacturing organization in conjunction with a KPI performance measurement system•Completed consolidation of all cast iron products from 9 vendors to 1 in conjunction with sister plant in Albion, MI•Developed relationships with and sourced commodity items from China working with a sister company•Introduction of Toyota Production System principles leading to the following: Worked with corporate engineering group to re-engineer 4 of the 5 major product lines using VA/VE process Reduced manufacturing lead time by 75% Improved on-time shipments from 67% to 95% Reduced manufacturing scrap by 70%

•Responsible for a two-plant operation including all manufacturing activities, EH&S, manufacturing engineering, maintenance and die shop manufacturing hitching systems and accessories•Worked with the Toyota Supplier Support Center implementing the principles of the Toyota Production System in resulting in the following improvements: Reduced workplace injuries by 56% over a three year period Productivity improvement from 49% in January 1994 to 83% in January 1997 Reduced lead time by 50%

•Responsible for the Ford Operations Team in a Tier 1 automotive supply operation including manufacturing, customer service, quality and manufacturing engineering and new platform launches with extensive custom capital equipment. Also responsible for commercial refrigeration product line including sales, customer service and all manufacturing and engineering activities.•Worked in conjunction with the Shingujitsu, Ltd. consulting group applying the principles of the Toyota Production System resulting in the following: Reduced lost time injuries by 75% Improved labor productivity by 20% Reduced floor space requirements by 50%

•Tier 1 automotive supplier producing air conditioning tube and hose assemblies for all GM vehicle platforms•Participated in a 14-month management training program out of college working in several areas of the company including production, engineering, production control, purchasing and quality. Worked in various roles including production supervisor, materials manager, quality manager and product engineer. Assistant to the chairman and president role consisted of managing projects to equip satellite manufacturing facilities with customer equipment for new vehicle launches.