Robert T. Email & Phone Number

Producer of Plastic Bubble, Envelopes, Flame Retardant, Anti-Static, Insulation, Cohesive, Mini-Rolls, and Solar Blankets.Turnaround Situation: Plant had poor results for the monthly metrics, and was considered for closing. Employee communication problems, poorly defined processes, lots of overtime, and absenteeism problems, minimal EBIT, etc. Business Operating Systems (B.O.S.): Implemented monthly measurables by department with data and graphs. Objectives and targets were clearly defined with high expectations, but potentially achievable.Productivity: Improved from 49% O.E.E. to 77% O.E.E. (Productivity)Scrap: Improved from 5.2% to 3.1%Safety: Improved from 18 Recordable Accidents to 2, set a New Record for Most Days without an AccidentAbsenteeism: Improved from 4.5% to 2%Customer Returns: Reduced Net Customer Returns from 3.2% to .7%On Time Delivery: Improved from 95% to 99%Training: Trained Associates in Time Studies, Line Balancing, SPC, QualityMaterial Flow: Rearranged Plant to Improve Material Flow and ProductivityISO 9000: Improved Overall Systems, 2 Minors during external audit, which were permanently fixed in 5 daysEmployees: Implemented Employee of the Month, Line Meetings, and Monthly Employee MeetingsSavings: Established a target of $160,000 in Add-On Savings for FY 2012 and did the Budget Planning Profits: Improves from 2% to 10%

Producer of Fuel Tanks and Associated Products for the Heavy Duty and Automotive Industry.Turnaround Situation: Plant had poor results for the monthly metrics, union problems, Employee communication problems, and in general was not achieving any good results. Plant improved dramatically but Corporation did not.Labor Relations: Plant had a Union with pretty bad management-union relations. Through a lot of effort and communication this was completely changed to a great relationship. Scored an average of 4.1 out of 5 possible points in the Employee Satisfaction Survey. The Employees morale was up and they were motivated.Productivity: Productivity was an average of 83% in 2007. In 2009 the average Productivity was 96%. The interesting thing about this improvement is that it was done with the same equipment, processes, people, and no investment.Cost Savings: Achieved over $250,000 in Cost Savings for 2008. Planned the same amount for 2009.Safety: There was one accident involving a broken finger from Dec. 2007 to Apr 2009.Customer Satisfaction: In 2007, the PPM's were greater than 2,500, in 2009 the PPM value was less than 50.Internal Scrap: In 2007, the scrap was over 1% of sales, in 2009 the Scrap was less than .02% of Sales.Absenteeism: In 2007, the Absenteeism was over 4%, and in 2009 the Absenteeism was less than 1%. Employee turnover had very similar results.Cleanliness, Order, and the 5 S's: Implemented a5S Program and Zone (Area) ownership which resulted in dramatic improvements for the cleanliness and order. Parts were stored straight and square as a routine. Extremely positive feedback from the Customers, Suppliers, and more importantly from the Employees.Investments: All of the above was accomplished, with literally no capital investments.

Began as General Manager with full P&L responsibility for one Plant in Mexico. Promoted to Director of Mexico with Full Responsibility for 3 Plants and over 1,000 Employees. Implemented monthly business operating systems (BOS) meetings. Allowed management team to see sales, budget, profit, safety, quality, overtime absenteeism, EBIT, inventory turns, labor turnover, and general department data. Strengthened communication between USA and Mexico plants. Personally developed best practices system and software, adopted by entire company. Designed and implemented revised employee suggestion program, which won global best practice.Reduced PPM from 20,000 to 450.Decreased premium freight from $1,200,000 to $600,000 (4 Months) and then to $0 (12 Months)Reduced inventory from $4.2MM to $1.7MM in Mexico, and similar numbers in the U.S.A. Decreased workforce from 450 people to 360 people while production went from 330 cars per day to 440 cars per day. Eliminated third shift during same time frame. Improved EBIT from $50,000 per month to $350,000 per month. Achieved first TS-16949 certification for corporation, the first in the region and second in the entire country. Significantly enhanced safety performance, obtaining zero accidents. Improved absenteeism from 3.6% to 1.4% while tightening measurements. Raised training to average of 40 hours. Reduced in-plant scrap from 5% to .2% and Improved On-Time Delivery to 100%. Saved $250,000 per year, through negotiated early supplier payment discounts.

Directed quality in five plants, serving as QS-9000 management representative. Oversaw Daimler Chrysler sales. Served as Cummins Program Manager as well as monthly metrics and monthly management meeting secretary. Purchased sub-components for assembly, resolved major problems, and provided formal customer presentations. Provided statistical training, statistical problem solving, design of experiments, supplier quality and supplier development, laboratory quality control, and laboratory manual. Assigned Plant Manager for 2 different Plants at different times. Conducted surveys and audits. Ensured customer satisfaction. Maintained compliance of metallurgy to specification. Performed contract reviews, led metrology department, and held responsibility for APQ/PPAP. Accountable for purchased components, supplier development, machining division engineering, internal audits, and monthly metrics/BOS measurables. Led various Kaizen / Lean and Continuous Improvement Activities. Developed and implemented level I and level II procedures for ISO-9000 and QS-9000. Registrar used example of procedures at Quality Expo to illustrate best practices. Received Aerospace AS-9100 Certification. Consistently attained zero non-compliance on audits. Improved from 10,000 P.P.M. to 13 P.P.M. in 12 Months at General Motors Worldwide. Achieved zero parts per million at Daimler Chrysler, a stepping-stone to the Gold Pentastar. Achieved zero PPM at Ford and earned Ford Q-1 Award. Passed tooling and equipment supplement at Pattern Shop, obtaining Ford Tooling and Equipment Q-1 award. Assigned Plant Manager responsibility for machining division to improve financial performance. Improved to $100,000 monthly profit; enhanced manufacturing, engineering, quality and delivery. Developed and maintained Daimler Chrysler sales at $30,000,000 annual sales level. Developed Honda and Cummins as new customers, generating over 20% contribution levels.

Improved quality for five plants and research center. Improved Ford score from 138 to 185, completed Ford's 1st total quality excellence survey, received G.M. Targets for Excellence award, several GP-8 Certifications, zero defects at Moraine Engine on $15,000,000 in sales, and first Cummins World Class Manufacturing Award. Process included Permanent Mold, Squeeze Casting, Lost Foam, Centrifugal Casting, Machining, and Assembly. Produced 19 Million Pistons per year, also Engine Blocks, Bearings, and other Powertrain Products.

Improved quality for five plants. Processes included; Diecasting, Sand Casting, Permanent Mold, Machining, Assembly, Research and Development. Products included Intake Manifolds, Water Pumps, Covers, Transmission Cases, Cylinder Heads, Aerospace and Consumer Products.

Bsme, Engineering

B.S, Mechanical Engineering