Michael Robb Email & Phone Number

Union, Missouri, United States

Union, Missouri, United States

Union, Missouri, United States

I'm in charge of overseeing P&L outcomes, making sure everything's on trackfinancially. I also handle staff development and those lean initiativeswe've got going. Oh, and I direct this really diverse team. There's theController, Production Control, Plant Manager, Production Management,Quality Department, EHS, Human Resources, and about 125 team members undermy watch.Key accomplishments:• Steered company to record-breaking profits for three consecutive years in2021 and 2022, with 10% EBIT demonstrating exceptional leadership andstrategic planning abilities.• Reduced overall scrap percentage from over 15% to under 5% and customercomplaints to under .75%, significantly improving operational efficiency andcustomer satisfaction.• Led development and implementation of piece rate incentive program forhourly team members, which simultaneously improved wages and increasedproductivity.• Implemented 5S program, which enhanced morale, safety, quality, andproductivity across the organization

Union, Missouri, United States

Union, Missouri, United States

Union, Missouri, United States

I'm in charge of overseeing P&L outcomes, making sure everything's on trackfinancially. I also handle staff development and those lean initiativeswe've got going. Oh, and I direct this really diverse team. There's theController, Production Control, Plant Manager, Production Management,Quality Department, EHS, Human Resources, and about 125 team members undermy watch.Key accomplishments:• Steered company to record-breaking profits for three consecutive years in2021 and 2022, with 10% EBIT demonstrating exceptional leadership andstrategic planning abilities.• Reduced overall scrap percentage from over 15% to under 5% and customercomplaints to under .75%, significantly improving operational efficiency andcustomer satisfaction.• Led development and implementation of piece rate incentive program forhourly team members, which simultaneously improved wages and increasedproductivity.• Implemented 5S program, which enhanced morale, safety, quality, andproductivity across the organization.

Lebanon, Missouri, United States

I was in charge of three main operations over at Marine Electrical Products- Wire Harnesses, Fiberglass operations, and Vacuum Forming, along withAssembly Operations. My role involved handling everything related to budgetsand making sure we followed all the rules. I also led projects to makethings better all the time and found ways to save us money. Safety was a bigdeal for me, so I made sure everyone, whether they were salaried or hourly,was safe. Plus, I set up new quality systems that were just like ISO9000. Ibrought in ways to measure how well we were doing - things like Scrap,Returns, how closely we stuck to the budget, how productive we were, if wedelivered on time, and how quickly we completed work orders.Key accomplishments:• Successfully turned around delivery times, moving from 4-week backlog toon-time delivery in less than 6 months. Implemented single-piece part flow lines, boosting productivity by over25%.• Led startup of new wire harness facility, increasing business and profitsby 30%.• Delivered year-over-year improvements in Corporate Quality Assessmentaudits.• Rectified performance gaps by implementing corrective measures,culminating in achieving a record-breaking EBITDA of 19% in year 2018.• Fostered cultural shift, improving rapport between management and hourlyteam members. Empowered floor members, encouraging process ownership anddecision-making.• Initiated capital projects elevating productivity, quality, safety, andoperational capacities.

Joplin, Missouri, United States

I made sure our department was running super smoothly and everyone wasworking their best. Handling the budget planning was part of my job - makingsure we stuck to it in areas like paint/pack, labor, and overhead. I wasalways on the lookout for ways we could save money too.Key accomplishments• Enhanced schedule compliance from 48% to 82% by implementing strategicmeasures and ensured outstanding plant on-time delivery rate of 99.5%.• Reduced downtime by more than half, from six to less than three hours perday across a two-shift operation• Improved paint utilization by 54% on the top five unfavorable colors,which constituted 75% of overall volume.• Reduced headcount by five team members without any job losses, resultingin increased output and productivity.• Enhanced paint team productivity, progressing from 34% to currentlymeeting budget at 60%, factoring all elements involved.• Elevated paint line productivity by 20% through augmenting line densityand accelerating line speed, leading to improved operational output.

Joplin, Missouri

Neosho, Missouri, United States

I led an amazing team at La-Z-Boy Residential, especially the Metal SupplyCenter (MSC) team. We did something big there - developed our department'sfirst Hoshin. I made sure our supervisors were top-notch, keeping everythingconsistent. We also made improvements in our quality processes by updatingVSWI and audit protocols. I made sure quality was part of everyone's job bygetting the operators involved. We started using OEE and SPC charting insome crucial metal shop operations. This helped us control our processesbetter and gave us the data we needed to figure out why things went wrong.Key accomplishments:● Championed safety shoe program for press operations and die shop,enhancing safety protocols in workplace.● Drove the implementation of 5S system, improving departmentalscores from 41% to 71% and achieved 5's award in Feb. 09 for Mech.● Successfully controlled labor, overhead, and spending with reducedvolumes of 15%, establishing department as low-cost metal supply center.● Led team to win the 5S award in February 2009, demonstratingsignificant improvements in the department's functioning and efficiency.● Fostered a culture of continuous improvement, leading to a 10-point improvement in the Corporate Quality Assessment audit scores year overyear.● Slashed Parts inventory by 43%, dropping from $1.5M to $660K,boosting cash flow significantly.● Reduced Raw steel inventory by 52%, decreasing from $534K to$256K.● Diminished recordable injuries from 7 in 2008 to just 1 in 2014.Maintained a flawless record with no lost time injuries in plant overmillion hours.● Ensured compliance with National Electric Code and implementedmeasures for root cause analysis, leading to significant improvement insafety records with only two recordable injuries in 2009.

Girard, Ohio, United States

When I became the Plant Manager at Indalex Aluminum, I had a bigresponsibility. I was in charge of running operations for 5 extrusionpresses, 2 paint lines, fabrication, and pack/ship. It wasn't just oneplant; I had to oversee two plants in Niles & Girard. In total, there wereabout 20 people directly under me and around 300 others indirectly workingon my watch. I took charge of monthly P&L financial reviews to find ways wecould save money by improving how we did things. Also, I made sure ourstaffing levels matched what we needed based on how much we were producingat the plant.Key accomplishments:● Reduced recordable rate by 59% in the first year, resulting inmedical cost savings of over $250K.● Implemented ISO 9000 quality systems and used voice of customer todrive down returns to under .75%.● Achieved 20% improvement in On Time Delivery, reducing expeditefreight costs by $30K and improving customer satisfaction.● Successfully implemented ISO 9000 quality systems, driving downreturns to under .75%.● Managed staffing levels according to plant production plan,ensuring optimal workforce utilization.