Timothy Stumph is a results-oriented senior executive with over 25 years of experience in manufacturing operations, engineering, and general management. He has a proven track record of increasing sales, profits, productivity, and efficiency through lean initiatives and change management. Stumph has held leadership roles at several large manufacturing companies, where he successfully launched new products, improved customer satisfaction and delivery performance, and developed high-performing teams.

1. TIMOTHY R. STUMPH
1610 Whittingham Lane, Fort Wayne, IN 46814
(260) 625-6525 (home) (260) 467 3917 (cell) trstumph@comcast.net
EXECUTIVE SUMMARY
Results oriented senior executive with a proven track record in fast-paced, dynamic
organizations. Respected as a change agent who can immediately identify bottlenecks and
successfully lead an organization to operational, transactional and financial success. Strong
abilities in conducting operations (both union and non-union), implementing lean initiatives,
engineering strategies. Experienced in product design, product management product
launches, marketing and sales.
PROFILE:
 Background encompasses extensive professional business experience in the following key positions of
responsibility: General Management, Operations Director, Plant Management, Engineering Manager,
Materials Manager, Senior Manufacturing Engineer, MIS Manager, Project Engineer, Industrial Engineer;
Supervisor
 Strengths: Proven management/leadership skills, demonstrated ability to design and launch new products
utilizing proven AQP strategies, excellent communication skills; effective team builder. Understands
technical nuances in a number of different manufacturing industries.
AREAS OF EXPERTISE:
● General Management ● Black Belt Lean Manufacturing
● Marketing / Sales strategies ● Business Plan Development
● Plant / Multi Plant Management ● Product Development / Design
● Union negotiations ● Customer relations
CAREER ACCOMPLISHMENTS:
Trelleborg
Trelleborg offers sealing solutions to the Aerospace, Industrial, Medical and Fluid power markets. Over 16,000
employees in 40 countries with annual sales of $3.8 billion.
General Manager 8/08 – 07/15
 Increased Sales by 40% 24MM – 34MM, Increased EBIT over 100% (269) – 4.2MM
 Customer satisfaction quote response from 6 days to 4 hours, OTD from 50% to high 90’s
 Placed 14 personnel in other units, able to recruit high quality employees
 Developed and launched numerous new products
 Rebuilt entire management team to move from functional to matrix organization
 Increased ability of division to develop, analyze, test validate and produce custom products

2. Belden Cable
Belden produces and sells a comprehensive portfolio of connectivity and networking products into a variety of
markets, including industrial, enterprise, and broadcast.
Director of Lean Enterprise 7/07 – 8/08
 Conducted over 50 Successful Kaizens: Lean Daily Management, Value Stream Mapping, Transactional
Process Improvement, Standard Work, Material pull systems, SMED, 5S, Visual factory 3P Production
Preparation Process
 Backorders reduced to zero in focus cells, cycle time reduced from 30 days to 6 days
 Responsible for training entire organization, writing training material, Black Belt certification and
sustainment
GDX Automotive
Designs and manufactures sealing systems for dynamic and static automotive applications.
Director of Operations for North America 2/06 – 12/06
 Developed labor strategy for both union and non union facilities resulting in a two tier pay system
 Accomplishments include reductions in Monthly Premium freight; 260K to 5K, Scrap 15% COS to 4.8%
COS, Delivery performance increased 39% to 81%, Inventory reduced from 5.8MM to 3.2MM in 6
months
 Developed a restructure plan for North America
 Profit and loss responsibility for six rubber sealing manufacturing locations with sales of $360MM
TI Automotive Systems 6/98 – 2/06
Develops, manufactures and supplies automotive fluid storage, carrying and delivery systems. The company had
23,000 employees at 130 locations in 28 countries, and supplies all of the world's major automobile manufacturers.
Operations Director 2/04 – 2/06
 Responsible for profit and loss of two blow molding plants with sales of $187MM
 On time and under budget Greenfield startup
 Built team that banked, transferred and launched Corvette with 66% less labor than at previous site
 Initiated wellness program to improve morale and reduce health care costs
 Negotiated suppliers through Hurricane Katrina after effects on the ethylene market, with no customer
shortages
Plant Manager 6/02 – 2/04
 Scrap reduction 62% over 8 months. 100% on time delivery for entire period
 Launched several production lines for Nissan, GM, DCX and Ford
 Inventory reduction from 8MM to below 5MM through increased OEE
 Increased profits over flex plan every month
 Successful in keeping plant union free after an aggressive union drive
 Established operating metrics to gauge performance against goals for a 550 employee facility with sales of
163MM. Increased labor efficiency 36%, PPM reduced 136 to 19 or 86% reduction
Plant Manager 8/00 to 6/02
Coldwater and Hillsdale Plants
 The Coldwater Plant had missed its profit plan for the two years prior to 2000. Turned facility from
unprofitable to profitable in 2 months and hit flex plan for the first time in 2 years
 Hillsdale PPM .3, Coldwater PPM 0
 Hillsdale Labor efficiency 12% above plan, Coldwater Labor efficiency 10% above plan
 Reduced inventory days at Hillsdale from 7 to 5.2, Coldwater 19 to 11, Premium freight reduction at both
plants, Scrap below plan
 Negotiated closing of Coldwater facility with UAW on time and under budget

3. Plant Manager 6/00 to 8/00
Chesterfield Tool Plant
 Responsible for design and manufacture of specific equipment and tooling for new process and launches
for the Brake and Fuel division
 After only two months, senior management asked for me to take on the troubled Coldwater plant
Plant Superintendent 9/99 to 6/00
 Managed plant engineering department and operations for the International product line manufacturing
brake and fuel lines
 Created production cells which increased labor efficiency 72% and On Time Delivery 70%
 Introduced 1st
robot CNC cellularized manufacturing center in corporation
 Incorporated a four day, 10 hour work week throughout business unit to reduce absenteeism and to increase
productivity and morale
Engineering Manager 6/98 to 9/99
 Managed maintenance department and a five person engineering department
 Responsible for program launches and automation of CNC bending of tube steel utilized in brake lines
 Led Corporation in CNC bending technology reducing both sq. ft. and capital requirements for new product
 Purchased first double ended CNC for the corporation, which became the standard for the Corporation
Intermetro Industries
Senior Manufacturing Engineer, 3/95 to 6/98
United Technologies, Carrier Division
Data Base Manager, 4/94 to 3/95
Supervisor, 10/92 to 4/94
MILITARY EXPERIENCE:
US Army, Corps of Engineers 7/87 to 10/92
Military Education: Engineer Officer Basic Course, Ranger School, Airborne School, Air Assault School
Awards: Bronze Star, Army Commendation Medal and Southwest Asia Campaign Medal
EDUCATION:
INDIANA UNIVERSITY, MBA
Publications: “From Optimal to Lean: An Analysis of the Role of the Distributor in a Lean Supply Chain,” with C.
Stumph and M. Maile. Proceedings of the 2010 Conference of the Operations Management and Entrepreneurship
Association, MBAA International, March, 2010.
PURDUE UNIVERSITY, B.S., Industrial Technology
BOARDS: Purdue University, Technical Assistance Program, Advisory Council, New
Haven Chamber of Commerce, YMCA Camp Potawotami Board of Directors
ACTIVITIES: USA Swimming Referee, USA Triathlon Member, Skiing, Woodworking