Robert Patten Email & Phone Number

Phoenix, Az, Us

Phoenix, Az, Us

Implementing company goals throughout operations, managing all functions of facility, manufacturing operations, maintenance, safety, environmental, logistics, transportation, materials management and quality improvement program.Maintaining ISO 13485 ISO Certification. Participated in FDA audits for functional areas. Analyze production requirements, build schedules, staffing resources to insure customer demand is meet, lead times maintained or reduced. Reallocated personal to fulfill production demands. Set and conducted interviews to meet with possible candidates for employment to maintain workforce.Communicating daily production needs, goals and objectives to supervisors and management staff. Conducted meetings with various departments. Executed and summarized reports to upper management. Participated in conference calls with outside business units, reported on state of activity with safety productivity rates, quality, personal and month-to-date progress. Reviewed personnel resources. Met with shop floor staff to convey metrics. Daily meeting with upper management to provide hour by hour state of production, flow interrupters, materials issues, labor costs along with cost reductions.Conducted and participated in Kaizen events throughout the manufacturing process to define material and labor cost reduction. Scheduled meeting with controller to discuss budget, review variances and report out to management. Meet with managers to review spending, state of budget and variances along with P&L.

Doraville, Ga, Us

Implementing company goals throughout operations, managing all functions of facility, manufacturing operations, maintenance, safety, environmental, logistics, transportation, materials management and quality improvement program.Communicating daily production needs, goals and objectives to supervisors and management staff. Conducted meetings with various departments. Executed and summarized reports to upper management. Participated in conference calls with outside business units, reported on state of activity with safety productivity rates, quality, personal and month-to-date progress. Reviewed personnel resources. Met with shop floor staff to convey metrics. Daily meeting with upper management to provide hour by hour state of production, flow interrupters, materials issues, labor costs along with cost reductions.Analyze production requirements, build schedules, staffing resources to insure customer demand is meet, lead times maintained or reduced. Reallocated personal to fulfill production demands. Set and conducted interviews to meet with possible candidates for employment to maintain workforce.Conducted and participated in Kaizen events throughout the manufacturing process to define material and labor cost reduction. Scheduled meetings with controller to discuss budget, review and explain variances and prepare report out to management. Meet with managers to review spending, state of budget and variances.

Houston, Tx, Us

• A priority objective for business improvement was unclogging our lines of communication through training, education, team-building, and interdepartmental cooperation. More fluidity raised our efficiency levels and reduced dam-ups in the flow of production. • Due the increased efficiency of production workflow, personnel reductions were possible. Labor costs were easier to control with cross-functionality, comprehensive training of incoming labor, and smarter utilization of seasoned personnel.• Freeing up personnel allowed them and management to learn how to use company metrics and focus on accountability in order to identify business demands more accurately and work toward more realistic goals. • Achieving these goals improved the relationships with outside business units, strengthened account loyalty, and polished our brand to offer a more solid but dynamic product to our current and future customers.

• Exceeding company goals was critical to improving profit margins, so a primary operations analysis was implemented to compare the actual versus desired performance. • Various facets of production were carefully scrutinized, such as: build structures, personnel needs, customer demand, new product needs and management, safety compliance, facility conditions, procurement, etc. • Determining the efficacy of traditional procedures against future business needs resulted in an elimination of extraneous production steps, which curbed the previous profit loss from labor waste.• By better managing and educating our labor force to understand the connectivity and dependence between each of our business’ units, we improved quality standards, raised safety compliance levels, and reduced problematic lead times.

Tempe, Us

• A pressing need for inventory accuracy and control and material maintenance required a review to coordinate with Best Practices and corporate finance policies. • This review entailed a deeper dive into different areas of the company’s supply and inventory management: daily inventory, daily service levels, performance metrics, inventory control and distribution, and distribution related costs. Production efficiency was incorporated into the later phases of the review.• Findings revealed changes were needed in several aspects of the supply chain. Action plans were created to coordinate personnel duties, improve the accuracy and timeliness of stock adjustments, reduce process mistakes, improve demand estimates, and manage control measures. • Improved awareness of the supply chain operation improved our quality of inventory and accuracy of data, lowered our inventory costs and waste, and facilitated our ease of material movement.

• As a Lean Director, it was important to understand the needs of business professionals. Decades of personal industry experience improved facilitation of lean certification events, but also made it easier to deliver the information in an approachable way.• Students were led in Lean Events for business, and educated in Lean Manufacturing and Six Sigma processes • This, of course, translated business requirements into working solutions using technology analysis, continuous improvement techniques, and other various lean strategies.Facilitated the following coursework for business professionals:Value Stream Mapping (VSM) Kaizen Events Eliminating waste (MUDA)Root Cause Analysis5S Workplace OrganizationTotal Productive Maintenance (TPM)Poka-Yoke, KanbanVisual ManagementDesign for LeanOverall Equipment Effectiveness

Aurora, Colorado, Us

• Opening our new facility in Chandler, AZ meant it was imperative to continue the successes achieved in our Englewood location. The production culture was carried over; and personnel, both new and seasoned, were charged with maintaining the highest of standards we set in Colorado.• Budgets were black with careful planning, consistent auditing, and company-wide precepts geared toward efficiency and waste reduction. This allowed us to maintain competitive wage scales and benefits programs. • Team-building and cohesion was crucial in this new start up, so communication was kept open to all business areas. Our free exchange of information allowed us more opportunity for productive meetings, which in turn increased our reliability both interdepartmentally and intercompany, but also with our new customers in a new geographic area.• As Plant Manager it was also important to use this flow of information to ensure our environmental compliance and community improvement, boost our sales and marketing outreach, and expand our research and development.

Aurora, Colorado, Us

• A main focus was on improving process, labor quality, safety and cost goals with the goals of boosting company efficiency and setting successful budget outcomes. • Accomplishing these goals required the close balance and monitoring of 7 departmental operating budgets. The ability to juxtapose all budgetary needs against one another provided a macro perspective, which enabled us to identify key points of loss and gain. • Identifying capital needs and managing capital projects was important for controlling costs, so project management steered toward continuous improvement with measurable goals. Areas of impact included but were not limited to: tightening scheduling, exceeding quality indicator levels, improving processes with technology upgrades, meeting all of our on-time delivery goals. • To ensure consistent performance, our personnel were empowered to assume responsibility for short and long-term improvements. Exploiting our talent was essential; so much attention was paid to their training and clarifying business needs, as well as structuring performance reviews to more accurately reflect their performance and promoting a culture of lean manufacturing. • Meeting these goals enabled us to open a new plant in Chandler, AZ with the same trusted brand recognition and customer satisfaction.

Lean Black Belt, Lean Philosophy And Manufacturing

Lean Academic Achievement Award, Lean Certification

Certification, Industrial Manufacturing Technology Coursework

Associate Of Arts - Aa, Business Administration And Management, General

Bachelor Of Business Administration - Bba, Business Administration And Management, General