Robert Scott Email & Phone Number

Toronto, Ontario, Canada

Ontario

• Privately held multi facility truck equipment manufacturer, distributor and installer.
• P&L responsibility for operations in Ontario and strategic/technical support to other company facilities.
• Rebuilt management team, introduced/institutionalized lean concepts across business operations including CAW unionized shops, developed meaningful KPI’s, installed new ERP system, implemented computer based and visual.
• Successfully expanded product/service capabilities to enhance brand perception and loyalty in market place.
• Moved focus from Product Centric (customers buy on price) towards Customer Centric (customers buy on value)
• Captured market share in down market, re-established DEL’s reputation as high quality dealer partner, established several exclusive end user supply agreements and returned operation to profitability.

Ontario

• Consulting/contract services to coach/mentor/support or manage businesses requiring operational improvement.
• Short term P&L management at Clayson Steel (primary metal processing) to offset President’s unanticipated absence and counter unionization activities
• Operational turn-around activities at Matcor Metal Fab (heavy metal fabricator) to overcome major customer (Volvo Heavy Equipment) dissatisfaction with overall operation performance (quality, delivery compliance.
• Due diligence and acqusition target valuation for Matsu Automotive (automotive stamping operations).
• Led manufacturing turn-around activities for Private Equity Firm at Ontario Store Fixtures (large scale custom wood/metal/glass retail store fixture and complex high quality millwork). Addressed unfavourable.

Oakville

• Privately held four facility contract manufacturer of metal fabricated components and assemblies.
• P&L responsibility serving key company customers (initially just Mack Truck but added Orion Bus, Freightliner, John Deere, Timberjack, Case and Sterling based on redefined sales strategy/approach and operations.
• Recruited/developed new management team to offset previous operational talent drain
• Led operations through significant industry-wide downturn and maintained financial performance by reducing costs through adoption of “Lean Manufacturing Initiatives”, strengthening customer relationships and.
• Maintained plant morale and retention, despite significant industry wide downturn, through focus on elimination of non-value adding activities and ensuring effective plant wide communication

Ontario

• Design/manufacture contract furniture systems oriented towards high technology clients (including Cisco, 3Com, Netscape). Earned reputation for flexibility/reliability to customer requirements and innovative new.
• Responsible for all process/product engineering, data management, production, materials purchasing, quality and scheduling aspects of multi-facility, 1000 employee, JIT operation
• P&L responsibility for custom counter division to satisfy very large contract and then divested business
• Developed/implemented policies and practices that enabled the migration from labour intensive processes to more flexible automated processes in an extremely employee friendly, multi-cultural plant environment resulting.
• Led implementation of “Configurator Based” ERP system
• Restructured manufacturing operations, engineering and new product launch capabilities to support a concurrent product development process that resulted in many award winning product introductions (250% expansion of.

Various

• Global energy services company for: exploration & production (seismic prospecting equipment, drill strings, down hole tubing); pipeline (corrosion protection and inspection systems, heat shrink wraps); petrochemical.
• Led revitalization of a plastic extrusion operation through process redesign, operational change from run–to-stock to run-to-order, product offering expansion, proactively controlling costs, implementing.
• Implemented fully featured ERP integrated computer system
• Lead role in acquisition of competitor and absorption of their operations.
• Activities resulted in GM improvement from -7.1% to 33.7% of sales over three year period allowing the division to be profitable for the first time in its history. Corp. Sr Project Manager
• Project management for capital projects around North America including: environmental compliance initiatives; design, fabrication and commissioning of pipe processing equipment, plant refurbishment and upgrades

Various

• Privately held manufacturer of polyurethane products for automotive (seats, roof liners, arm rests, instrument panels, and fascias) and commercial (carpet underlay, mechanical foam components) markets around the world..
• Responsible for all plant engineering/production issues in this OEM foam seating supplier
• Involved in extremely difficult 1st contract negotiation with CAW and avoided negative operational impacts
• Developed/implemented effective programs in the areas of plant efficiency, scrap reduction, predictive/preventative plant maintenance, and employee moral and turnover. Corp. Project Engineer
• Management of major capital projects: green site facilities, expansion and/or plant modifications (six located throughout Canada and USA); custom process equipment for instrument panels/seat assembly operations and.

Mba, Finance And Marketing

Bachelor Of Engineering Science, Mechanical Engineering