Robert Kelly Email & Phone Number

Bracebridge, On, Ca

Barrie Campus

Lindsay, Ontario, Canada

Managing Director Responsible for the Engineering and Operations activities for this business consisting of 35 full time employees. Ensure fiscal budgets are met and overall effectiveness and goals of the business are achieved. Additional responsibilities include the development of strategic plans, new product development activities, maintaining quality system procedures and audit requirements.

Bracebridge

Responsible for customer service elements including delivery performance, quoting of rates for different customer requirements, complaints, service issues, damages, claims and oversaw the office administration requirements consisting of 5 people.• Build relationships and customer base through service oriented functions.• Reduced reports and administrative time by stream lining processes and through the elimination of waste.• Work in several terminals to learn and improve the operations through visual aids, communization of procedures and overall communications.• Improved employee awareness and involvement through the use of metrics and communication boards.

Responsible for all business related activities relative to the Gear and Sprocket powder metal business consisting of a large pressroom, heat treating and machining processes. The total annual sales for the Gear and Sprocket Division are $60 million with a total of 400 salary and production personnel. Additional responsibilities included commercial activities, strategic planning, product quoting, P&L, overall plant operations and productivity activities/metrics.• Generated business outlook strategies relative to new products, capital and revenue expectations.• Redefined goals, objectives and vision for the business and reestablished over all communication channels with in the facility.• Champion the implementation of the GATES Production System, employee involvement activities and vision factory plans.• Responsible for new Tomkins direction to close the facility by December 2010.• Participated in the establishment and execution of product exit strategies.• Responsible for communications relative to the closure, overall closure costs, production build out requirements and personnel retention/termination strategies.

Spearheaded engineering policy and product design/development strategy over 3 sites and 65 engineering staff to align best practices and increase efficiencies. Managed key elements of design cycle, tracked and allocated resources for projects, devised strategic plans and executed business development activities. Facilitated contract clarity and participated in pricing strategies. ·Realized tax credits of $500K+ by implementing R&D tracking system. ·Championed and supported the presentation of numerous white papers for SAE exhibitions outlining electronic module capabilities and FEA simulation accomplishments.·Introduced in access of $1 million in cost reduction initiatives through product changes.·Participated in business development activities relative to joint ventures and acquisitions.·Re-engineered the production processes and equipment for next generation designs; ensuring that capital, quality and labour goals were achieved.

Held P&L responsibility for all plant operations: including HR, logistics, quality control, safety, and process engineering for 550 salaried and production personnel. Devised Annual Operating plans to address sales revenue, cost reductions, burden spending and continuous improvement.·Directed and implemented system changes relative to continuous improvement, cost reduction and corrective action processes. Included Lean manufacturing techniques, 5s philosophies, Six Sigma and 8D corrective action procedures. Quality metrics improved from 150 PPM to 25 PPM, cost savings totaled $600k.·Introduced and ensured compliance to QS9000 and ISO14001 standards·Improved inventory turns from 10 to 30 and achieved 100% on time shipping.·Negotiated and ratified labour contract with CAW personnel with no labour disruptions.·Actively improved communication elements through monthly plant meetings, shift start up meetings and production line team meetings initiated by the employees.

Led project and operational responsibility for the implementation and launch of the GM T800 program. This included process engineering, safety, quality control, scheduling, team leaders and production personnel totaling 10 salaried and 250 production personnel.·Led operational responsibilities for the infrastructure growth (7 day operation) and launch activities of $200m in new business. Managed program timing, a $30m capital budget, equipment installation and hiring/training of personnel. ·Developed and executed operational budgets and cost reduction initiatives.·Contained, trouble shot and resolved productivity and quality issues.·Main interface to the Customer and activities related to customer satisfaction.

Responsible for 8 manufacturing engineering personnel and all plant processes and systems related to a new business venture. This included plant layouts, procuring and commissioning equipment and development of relative process documentation. Created and managed annual capital budgets. Accountable for labour, tooling and equipment costs relating to quoting activities. ·Hired, developed, trained personnel ·Implemented procedures / documentation required to meet customer and QS9000 standards.·Maintained capacity planning, oversaw industrial and justification requirements.·Trouble shot and resolved productivity and quality issues.

Masters, Management Science

Bachelor, Mechanical Engineering