Tim Doyle

Managed 250 employees, implemented lean manufacturing initiatives to reduce labor costs and boost P&L performance. Annual review performance consistently rated “exceeded expectations” in all essential areas of responsibility. >Successfully consolidated three end of life asset value recovery (AVR) facilities which incorporated Arrow’s global components and computer systems into the Reno facility footprint. >Doubled throughput by implementing lean initiatives and designing automation while reducing headcount by 25%. >Improved production service levels from 75% to 99% including WIP reduction from 8 days to 1-2 days. >Reduced cost per unit to $3.98 /unit from $8.60/unit; best among all AVR facilities. >Increased complete and on time shipping from 70% to 99%. >Instilled an employee engagement culture of continuous improvement, daily metrics, P&L education, and 5S tour ready. Reno facility chosen for all AVR customer visits and TV commercials. >Developed metrics for daily discussion and accountability in production meetings.

Responsible for developing and effectively executing site operating plan in order to achieve operational excellence goals for the facility, while supporting divisional operational excellence goals in the five focus areas of Safety, Quality, Service, Cost and People. >Developed and monitored lean initiatives; increasing throughput, instituting cost reduction, and continuous improvement culture. >Ensured the effective management and development of direct and indirect reports. >Directed and monitored site capital projects to ensure on-time completion at or below budget.

Planned, controlled, and directed the receipt, storage, and order processing of all food and beverage products within Mandalay Bay. >Accountable for leading and developing the warehouse team, productivity, identifying process improvements, controlling costs, and coordinating with other departments to facilitate efficient operations.

Planned, guided, and directed plant operations to achieve plant objectives for safety, quality, on-time delivery and customer satisfaction within two manufacturing facilities. >Ensured the successful manufacturing of plastic/paper containers for the food, beverage, and paint industries

Led the successful manufacturing of injection molded plumbing products and stainless steel connectors utilizing injection molding machines and hose braiding machines throughout 4 plants in the US and 1 in Hainan, China. >Accountable for 4 distribution centers in the United States and 8 salaried and 80 hourly associates in Hainan, China. >Setup and managed LSP’s new manufacturing facility in Hainan, China resulting in 50% savings in labor and material costs. >Negotiated contracts for all new molds and equipment. Required extensive travel to China and Taiwan and establishing effective business relationships for sourced production.

Manager – Manufacturing 1995 - 1998 Directed the efficient operation of the company’s largest production facility of plastic housewares products containing 34 injection molding machines ranging from 500 to 3,000 tons for this Fortune 500, Awarded Number One Most Admired Companies. Prepared and controlled $25 million budget >Managed 20 salaried and 300 hourly associates in a union (USWA) environment. >Administered Collective Bargaining Agreement and participated in resolution of labor issues. >Implemented quick mold change (SMED) program taking mold changes from hours to minutes. >Coordinated Fanuc Robotics project engineered to remove, label and stack parts. Manager – Warehouse, 1994 - 1995 Managed company’s largest automated warehouse containing 100K pallets of inventory with 21 salaried and 150 hourly associates. >Implemented production standards resulting in a 20% increase in productivity and savings of $300,000. >Coordinated retrieval/storage of 7,500 pallets per day to support monthly shipments of $40 Million. >Maintained inventory control systems to sustain an accuracy rate of 99%. Manager – Plastics Material Handling 1992 - 1994 Supervisor – Plastics Material Handling 1986 - 1992