Rob Workman Email & Phone Number

Ocala, Fl, Us

Ocala, Florida, United States

Auburn Hills, Mi

Auburn Hills, Mi

Auburn Hills, Mi

Auburn Hills, Mi

• Managed the WCM Lite (for suppliers) program. Created and managed training and coaching for suppliers. Modified training documentation received from FIAT for use by NAFTA suppliers as well as coordinated with the rest of the central team to improve training provided to suppliers. Conducted FI pillar training as needed. Created tracking process to insure suppliers received the needed training at the proper time. Created new master supplier development plan based on pilot supplier program. Conducted supplier milestone reviews and kickoffs as needed.• Consolidated, verified and submitted monthly and quarterly chairman reports for kaizen management for all manufacturing operations. Created additional reporting as needed. Analyzed data to suggest/create future targets.• Created training documentation and classes for use at all manufacturing facilities and suppliers. Conducted training at manufacturing locations and the WCM Academy as well as follow up reviews to verify proper implementation of training material.• Provided coaching, auditing and/or training at different manufacturing facilities on problem solving, pillar presentations, WCM methodology and data management.

Toledo, Ohio

Focused Improvement Technical Specialist – Wrangler Assembly• Provide direction to the assembly center as to where the top losses are in order to focus resources to gain the most improvement throughout Wrangler Assembly. The latest forecast show Wrangler Assembly is on target to exceed our budgeted savings for 2011 by over $1M, or by 44%. Additional cost savings projects in the planning phase will increase these numbers even more.• Train and mentor others in World Class Manufacturing and coach them on their complex projects• Conduct World Class Manufacturing training classes for hourly and salary personnel• Compile and provide kaizen results to the WCM central team• Develop new processes as needed to facilitate WCM implementation• The results of the work above contributed to the FI Pillar improving from a score of 0 to 2 in the November 2010 WCM audit which. Two point increases in a pillar score are extremely rare. Scored a 3 for the FI pillar in the November 2011 audit.Relocated to Chrysler Headquarters as part of the WCM Central Team

Industrial Engineer – Medium Duty Truck Line• Responsible for solving ergonomic concerns, improving efficiency (layout, process and manpower), facilities changes and long term planning• Developed and executed plans to reduce headcount on the IP Sub-assembly line by 14%• Developed and executed plans to reduce headcount on the Door Sub-assembly line by 17%• Loaned out to Lake Orion Assembly to identify Body Shop throughput issues. Discovered five specific issues that were preventing the Body Shop from making schedule through several zones during my two week visit.Supervisor – Medium Duty Truck Line• Supervised Final Line and Chassis operations• Responsibilities included assembly quality, manpower allocation, payroll and dealing with union concerns• Medium Duty Truck Line discontinued as part of General Motor’s bankruptcy reorganization

• Responsible to provide manufacturing criteria and direction to the global Product Engineering teams in Germany, Korea and Michigan.• Developed initial monetary requirements for tools, equipment, facilities and operational support to be needed for launch in Lordstown, Ohio• Relocated to local assembly plant to significantly reduce out of state travel

• Provided manufacturing requirements to Product Engineering to allow the Hummer H3T to be integrated into the Shreveport Assembly plant. Assembly plant was already building mid-size trucks (regular, extended and crew cab) and Hummer H3’s on the same assembly line.• Identified and resolved multiple concerns with conveyance and assembly sequence requirements needed for this integration. Utilized previous expertise with this assembly plant to go beyond the normal investigative work done this early in the program and prevented issues that would have resulted in $3-4M in conveyance changes later in the launch. I directed the Product Engineering team to re-design the underbody of the vehicle to match the existing carrier locating points to accomplish this integration and prevented additional expenditures to the program.• Was recruited by prior manager to work for him on Small Car programs

• Responsible for executing all phases of the Hummer H3 launch for General Assembly.• Responsible for 12 Manufacturing Engineers that reported to me.• Responsible for managing a budget of $38.2M for tools, equipment and operational support for the launch. Through a relentless focus on process efficiencies and tooling re-use by myself and my team I delivered the program $4M under budget.• Launched the Hummer H3 ahead of schedule and under budget.• As the Manufacturing Engineering single point contact for Shreveport, I also addressed any mid-size truck (Chevrolet Colorado and GMC Canyon) issues the plant was having. Developed improvements to eliminate body side molding adhesion issues with the mid-size trucks.• Was recruited to work on future programs being developed for this assembly plant

• Responsible for developing the program appropriation request for the Strategy Board to sign-off• Developed the detailed General Assembly appropriation request for $38.2M.• Responsible for putting together a team of ten Manufacturing Engineers to work on the program. Did performance reviews, addressed employee roadblocks, re-assigned workload and compensation for the entire team.• Was recruited to manage the implementation of the program at the assembly plant

• Responsible for 11 Manufacturing Engineers that reported to me. Did performance reviews, addressed employee roadblocks, re-assigned workload and approved pay for the entire team.• Developed and implemented processes with Isuzu to allow for manufacturing requirements in the United States to be accounted for in designs being developed at Isuzu headquarters in Japan. Made several visits to Isuzu in Japan to set up the organizational structure with Isuzu and GM Liaisons to facilitate the information flow between Manufacturing Engineering in the United States and Product Engineering in Japan.• Responsible to interface with Isuzu Manufacturing Engineers that were responsible to launch the same product in Thailand with significantly different manufacturing requirements.• Responsible for working with Purchasing to develop tool and equipment contracts to be bid• Responsible for negotiating changes with vendors after initial tool and equipment contracts were in place.• Managed the relationships with other central office teams (Material, Industrial Engineering, Purchasing, etc.) to insure there were no disconnects in direction being provided to Isuzu or Shreveport.• Was recruited to manage the H3 Hummer program to follow this program into the Shreveport Assembly plant

• Responsible for up front manufacturing input to Product Engineering• Solved several architectural build issues prior to the design being released for prototype• Took Product Engineers to recently launched Full Size Truck plants to show the need to accommodate the manufacturing requirements now while the product was in design rather than later after tooling had been built.• Promoted to Manufacturing Engineering Supervisor

• Responsible for coordinating the chassis product design to allow for common manufacturing processes at three different assembly plants. Build sequence, tools and equipment, material presentation and facilities all had to be coordinated with different departments and assembly plant facilities.• Addressed build issues in other departments as well during launch once issues in Chassis had been resolved• Managed the manufacturing processes for a newly developed cam-drill alignment process for full sized truck which reduced first time warranty rates by more than 50% and reduced the labor cost of a first time front end alignment by over 70%.• This new front end alignment process became the standard across all full framed trucks in GM, implemented in 9 assembly plants with an annual volume exceeding 1.7 million units.• Streamlined the alignment data collection, the assembly plant front end alignment adjustment system and trained the Alignment Coordinator at Pontiac East Assembly• The front end alignment team was nominated for the Chairman’s Honors Award• Conducted Process Failure Modes and Effects Analysis (PFMEA’s) for Manufacturing Engineering• Was recruited to work on the Full Size Van program based off the Full Size Truck chassis

Industrial Engineer – Trim/Chassis• Coordinated and planned the replacement of the engine line AGV conveyor with an overhead power and free. Work completed with 100% uptime for the system. Utilized two different scheduled shutdowns to accomplish the installation. Conducted multiple build events to determine the multiple line heights and engine orientation to create the optimal build sequence and ergonomic part presentation for the operators. Was able to achieve a 30% reduction in headcount and implement lean manufacturing principles into Fort Wayne for the first time• Covered 2 engineering areas when the department was short engineers• Responsible for solving ergonomic concerns, improving efficiency (layout, process and manpower), facilities changes and long term planning• Promoted to Senior Manufacturing Engineer – transferred to HeadquartersSupervisor – Production• Summer stint in Trim to gain experience • Managed 37 employees• Worked different shifts and different areas to broaden the experience• Responsible for appropriating manpower, monitoring quality and dealing with union concerns

• Senior thesis on using installation of AGV systems to transport vehicles at the Reatta Craft Centre in Lansing, MI• Discovered throughput inhibitor on the bore line at the Livonia Engine plant and recommended the implemented solution• Promoted to Industrial Engineer – transferred to Indiana

Msmm, Manufacturing Management

Bsie

Activities and Societies: Sigma Chi Fraternity