Trevor Thompson

Experience

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  MetriCan Manufacturing

  Jan 1998 - Jan 1999

  Toolmaker
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  Magna International

  Jan 1999 - Jan 2002

  SWAT Support Team Member & Toolmaker

  Key contribution:- Played a key role on the global troubleshooting team implementing rapid problem solving for business units in Germany, Austria, Mexico, and North America.

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  Martinrea International

  Jan 2002 - Jan 2006

  Assistant General Manager

  MJ MANUFACTURING (2004 – 2006)Key contribution:- Led a massive equipment relocation and workforce restructure, revitalizing revenue by 20%.CLAIRVILLE INDUSTRIAL SOLUTIONS (2002 – 2004)Key contribution:- Reduced overhead by 8% in 16 weeks and banished production delays to attain 100% on time delivery by month 8.

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  Magna International

  Jan 2006 - Jan 2012

  I was handpicked by the COO to launch the Composites Division after a recent acquisition. This involved administering 7 P&L statements spanning 8 facilities with 3,200 employees in 3 countries.Key contributions include:- Transformed from a significant loss to profitability, completing 16 product launches contributing to 200% production revenue growth.- Doubled EBIT to 16% in one division.- Secured government funding to create a Centre of Excellence, recognized as the premiere automotive facility for carbon fibre reinforced composites. Show less I was promoted within 3 months of hire to reduce costs and achieve profitability. I partnered with the Toyota Supplier Support Centre (TSSC) to introduce lean manufacturing, standardized work and balanced scorecard practices.Key contributions include:- Escalated profit from $0 to $16 million despite automotive and economic turmoil.- Offset $10.9 million in customer givebacks.- Steered product launches contributing >$115 million in additional revenue.- Boosted employee satisfaction from 83% to 92%. Show less

  • General Manager, Co-Ex-Tec Industries

    Jan 2011 - Jan 2012

  • Vice President - Operations & Composites, Magna Exteriors & Interiors

    Jan 2009 - Jan 2011

  • General Manager - Mytox Manufacturing

    Jan 2006 - Jan 2009
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  Durabody Industries Inc.

  Jan 2013 - Jul 2015

  President and Chief Executive Officer

  I undertook a challenge to resurrect the manufacturing firm lacking profit for 7 consecutive years and quickly implemented changes to address insufficient profit margins, disconnects and lack of communication across the business, and failure to meet delivery targets. Within 24 months, the business now operates with positive cash flow and sustainable bottom line profit levels.Key contributions include:- Strengthened the quoting process to provide accurate pricing and boost profit margins.- Improved quote response time from 5+ to 1 day.- Attained, and continue to sustain, 100% on time delivery within first 60 days.- Reintroduced profit sharing, awarding payouts 160% above historical annual increases.- Zero lost work time incidents and employee turnover at <1%. Show less

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  Thompson Acres

  Jul 2014 - now

  General Manager | Management Consultant | Co-Owner ► Manufacturing + Production Management Services

  Thompson Acres is a small farm focused on sustainable agriculture. I happily escape the fields to bring value as a change catalyst providing crisis management and operational leadership services to manufacturing and production-oriented businesses, primarily OEM, Tier 1, Tier 2, and Tier 3 suppliers.I’ve left on a moment’s notice to solve immediate client issues, the details of which are too short to share but the impact always ends with a satisfied customer. Longer, more detailed engagements are described in the next 4 roles in the experience section. Show less

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  Royal Building Products, a Westlake Company

  Jan 2015 - Jan 2016

  General Manager – Royal Plastics (Contract) ► Handled Operations Management and Team Assessment

  My assignment was to deliver a profit improvement plan for their Pipe Division and assess the existing management team. This entailed exiting the GM and taking over two production plants, selecting replacement, and creating the KPIs and ability to analyze the data and rectify production issues.Key contributions include:– Improved overall material usage variance and extrusion capacity.– Reduced start-up scrap by building and enforcing stronger quality processes.– Increased regrinding of obsolete piping and tubes for use in production to improve profit without compromising material quality. Show less

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  Centra Industries Inc

  Jun 2016 - Oct 2016

  Director of Operations
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  PCC AEROSTRUCTURES

  Oct 2016 - Mar 2017

  General Manager – Centra Industries

  My task was to cut costs, boost quality and productivity for the OEM and Tier 1 supplier to the auto and transportation sector. I worked on raising first pass yield through data collection, tool repairs and process standardization to reduce scrap and down time data reporting issues, while creating a plan to restructure QA for perfect part quality upfront in pre-production launch phases.

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  SRG Global

  Jan 2017 - Jan 2018

  Management Consultant (Contract) ► Consulted on Tooling Design and Process Improvements

  SRG is an OEM supplier to the auto and truck industry of high value coatings on plastic. I was brought in to assess quality and throughput issues for a group of assemblies (9 parts in total) specific to Ford. I also delved into their die change process and assembly equipment purchasing standards.Key contributions include:– Improved the process that significantly reduced sealing rejects as stop gap until part redesigned.– Reduced changeover downtime through Single Minute Die Exchange (SMED) training.– Revised equipment standards and suggested other changes to ensure supply stability. Show less

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  DBG Canada Limited

  Mar 2019 - Nov 2020

  President – Canadian Operations (Contract)

  DBG is a metal manufacturer and supplier to the auto sector. I took over fiscal and operational leadership of all 3 sites to understand business issues and devise process improvements and cost reductions enterprise-wide. Key contributions include:– Elevated profit margin and decreased operating expenses (more than $5M impact).– Removed barriers to consistent on time delivery without need for premium freight.– Disposed of business units lacking profit and regrouped functions across the company.– Invested cost savings to repair/replace equipment to improve reliability and uptime.– Established new associate hiring criteria to limit over and under staffing Show less