Thomas Handley has over 25 years of experience in manufacturing leadership roles, including as a plant manager. He has a proven track record of driving continuous improvement, increasing productivity by 30%, and leading successful plant start-ups and mergers. Handley also has expertise in LEAN tools, cost reduction, and safety programs.

1. THOMAS HANDLEY
510-557-8022 5736 Birch Terrace
tomashandley@gmail.com Fremont, CA 94538
PLANT MANAGER
Manufacturing leader who drives continuous improvement in people, process and profit. Uncompromising focus
on Safety. Brings significant skills in team building, cost reduction, ISO certification, and LEAN. Use visual
process indicators, Kanban and KPI (Key Process Indicators). Master’s in Organizational Management.
 Operational Excellence  Cost Reduction  LEAN Tools
 Continuous Improvement  Purchasing  Injection Molding
 Planning – Scheduling  Maintenance Management  ERP – MS Dynamics AX
PROFESSIONAL EXPERIENCE
Plant Start-up/Restart: Restarted California manufacturing after a one year shutdown. Rebuilt talent team, restarted
manufacturing, maintenance, and quality assurance. Rebuilt one manufacturing line. Prepared plant for export
production (China, India and South America) and recertification with NSF, and IAPMO.
Productivity: Increased productivity of Dallas plant by 30%; reduced direct labor costs. Drove continuous
improvement with clear goal setting, establishment of key process indicators, daily review of production, and a weekly
management review to improve communication and cross-departmentaleffectiveness.
Cultural Improvements: Developed and implemented steps to break down silos and change the culture from
knowledge hoarding to collaboration. Established Standard Operating Procedures,work instructions and training to
reinforce organizational values.
ISO 9001 - Led the Dallas operation through the ISO 90001 certification. BVQi performed certification.
5S - Part of the management team to develop and implement the 6S approach, (5S + Safety) approach. Maintained a
weekly 6S audit schedule. (Sort, Set in Order,Shine, Standardize, Sustain)
Distribution: Directed a 60,000 F2
distribution center shipping approximately $26 to $30 M annually.
Merged two Northern California Fuji processing plants. During the remodeling construction the production operations
were merged within a four-month period. Combined two management teams and workforces.
Injection Molding Managed the injection molding, assembly and purchasing functions for turning the molded parts
into finished products.
Preventative Maintenance: Developed a preventative maintenance program for the injection molding. Purpose was
to ensure that each tool was performing at standard when each production run was started.
Community Involvement: Fremont Chamber of Commerce – Director, Mission San Jose Rotary, President
WORK EXPERIENCE
Oatey Company, Privately held manufacturer and distributor of Adhesives, Injection Molding, Plumbing Supplies
Plant Manager (Newark, CA) 2007 - Present
Consultant (Dallas TX) 2007
Quality Assurance Manager (Newark, CA) 2005 - 2007
Operations Manager (Dallas, TX) 2002 - 2005
Manufacturing Manager (Newark, CA) 1998 - 2002
Served in key leadership roles. Accepted the challenge to oversee plant closure in Dallas, coordinate environmental
cleanup, and oversee equipment disassembly. Returned to Newark to drive key productivity and quality
enhancements. Maintained stringent safety standards.
 Hired, trained, and motivated teams to reach productivity and profit goals. Ensured compliance with
quality and environmental standards. Shipped products to big box retailers and distributors worldwide.
 Developed work cells for assembly in the molding department. Balanced the tack time to maximize
productivity.

2. Thomas Handley page two
Regional Steel Corporation, NV / CA
General Manager 2007 – 2008
Held profit/loss responsibility for plants in California (Fontana & Tracy) and Nevada (Las Vegas). Developed
programs for operations, safety, budget, personnel, environmental and maintenance.
 Developed a Training Program to provide basic operator safety training. This program was designed to
remedy to two prior OSHA violations.
 Scheduled production for two plants, purchased raw materials, and scheduled personnel to meet the
production requirements. Developed schedules for both incoming and outgoing shipments. These
shipments included both domestic and international shipments of flammable product.
 Developed a Preventative Maintenance program to minimize equipment downtime.
 Developed Standard Operating Procedures,work instructions and key process indicators. Ensured that all
requirements were met to maintain our listings with certificating agencies (NSF, UL, and IAPMO).
 Purchased all raw materials during the six-months the purchasing manager was on leave. Hired and trained
a new purchasing manager. Increased inventory turns by reducing safety stocks and order quantity.
Material Science Corp. / Pre-Finish Metals, Richmond, CA
Production Planning Manager 1997 – 1998
Balanced the scheduling needs of sales with the production requirements. Established scheduling guidelines and a
system to approve exceptions to these guidelines.
 Managed raw materials forecasting. The float consisted of safety stock, surplus for incidental business and
was balanced through purchasing cross-applied materials.
 Vendor management focused on price and quantity discounts. Included in this negotiation was vendor
managed inventory agreements to decrease lead time. Monitored vendor performance, tracked on-time
deliveries and on-line quality problems. Conducted monthly vendor performance reviews.
 Developed and modified ISO procedures affecting the Production Planning Department. Reviewed these
procedures with the affected departments and presented recommendations to steering committee.
FUJI TRUCOLOR, Union City, CA
Operations Manager 1990 - 1997
Directed plant start-up. Hired management and production employees; installed equipment, and acquired necessary
permits (city, environmental, and county). In addition to the physical plant requirements, developed a positive
culture and pulled the workforce (approximately 100 people) together with a common vision and goals.
 Developed a shipping / delivery program to provide 7-day service to customers in California, Oregon,
Nevada,and Washington. This delivery service combined of our own fleet, 3rd
party, and air. Developed a
7-day service program to service customers in Alaska. Alaska required a two-day service schedule.
 Directed the project and operations management of $900,000 remodeling of the Hayward plant. Served as
Operations Manager for both plants (Hayward & Union City). This consolidation required merging two
different plant cultures into one team. The merged plant had over 200 employees from diverse
backgrounds and annual sales exceeding $27 million.
 Developed ties with regional regulatory agencies and industry trade associations. Elected President of the
Northern California Photo Marketing Association (125 member firms); appointed to the technical advisory
committee of the Society of Photofinishing Engineers (SPFE). Spoke at international trade shows.
EDUCATION AND CERTIFICATION
University of Phoenix, San Jose, CA Masters Degree in Organizational Management - 1993
Indiana Wesleyan University, Indianapolis, IN Bachelors Degree in Business Administration - 1990
APICS – CPIM Certification – 2012
Union Sanitary District, Newark,CA
Director (Part Time Elected Position) 1995 – 2002, 2007 – Present