Rob Williams Email & Phone Number

Responsible for the full lifecycle of building, educating, marketing, selling, and delivering consulting services within the supply chain capability, including partnering with clients, serving as the company’s subject matter expert. Design scaled solutions that span across strategy, structure, process, technology, data, metrics, and culture. Support the company’s efforts to consistently grow its brand recognition, revenue and expertise in the capability while supporting its team of consultants in the implementation and execution of those services.• Oversaw numerous client projects utilizing cross-functional teams to consistently deliver unmatched experiences and significant, sustainable business results in various industries from single-site to enterprise-wide engagements

Jupiter, Florida, United States

Coordinate the development and execution of strategic and tactical improvement efforts across an international division with sales of $110M focused on performance qualification testing. Identify and lead projects at 22 geographically separated sites that drive bottom line results through the implementation of proven process improvement methodologies. Coach and train leaders to foster a culture of empowerment and engagement that encourages creative solutions.• Turned around the performance of a struggling site through the implementation of operational excellence tools, organizational development tactics and leadership coaching. Key performance metrics in the areas of Safety, Quality, Delivery and Cost all showed and sustained at least a 15% improvement.

International

Assume the role of a critical business partner to any client and their staff utilizing leadership experience and lean and six sigma skills to solve business issues. Assess client systems and develop detailed improvement plans based on a thorough gap analysis as compared to industry standards. Lead teams of consultants, analysts and project managers in the execution of multi-site projects. Coach client managers at all levels, from the executive suite to the production floor and every layer in between as well as individual contributors. Proactively communicate project accomplishments and next steps.• Reduced annual labor expenses for an international finance company by more than $2M; developed and implemented a staffing optimization system that redistributed work at all levels of the company across the globe.• Spearheaded a comprehensive corporate-wide program at a tier 1 automotive supplier which lead to the turn-around of a dramatically underperforming manufacturing plant; improved customer service and financial results.

Miami/Fort Lauderdale Area

Evaluated processes and developed targeted system metrics. Facilitated benchmark activities, audits, maturity assessments and reviews. Monitored the effectiveness of Continuous Service Improvement processes and made recommendations for improvement. Prioritized improvement opportunities and prepared management plans. Defined specific initiatives aimed at improving services and processes, based on the results of service reviews and process evaluations.• Mapped corporate-wide processes, documented regional variations, developed standardization plans and relevant metrics as a key member of the IT team charged with selecting and implementing a new CRM system.

Orlando, Florida Area

Maximize the division’s growth and profitability while leading and managing all operations functions; including the implementation of profitable short- and long-term programs and processes to optimize work flow. Develop and implement plans to control budget spending, improve labor efficiency, enhance supplier relations, incorporate technology improvements and elevate customer service. Review performance against operating plans, analyze market conditions and modify plans to react to changing conditions.• Implemented sweeping, scalable systems to accommodate the division’s 45% annual growth. Comprehensive improvements focused on safety, employee development/compensation, inventory management, fleet and facility upgrades, customer service and cost controls resulting in a sustainable business model.

Deland, Fl

Oversaw the management of operations at five geographically separated sites with annual sales exceeding $110 million. Indirectly managed over 250 people working on diverse processes providing engineered products for aerospace, oil and gas, nuclear, semi-conductor and medical markets. Responsibilities included setting performance expectations for each site and helping them attain those goals, as well as developing strategic plans to facilitate growth.• Established multi-faceted, unifying vision for all sites and developed an accountability system to ensure focus on plans to facilitate organizational development that aligned with the vision and fostered collaboration.• Spearheaded a massive effort to close a $4.5 million operation on the West Coast and transfer it to the East Coast. Oversaw the development and execution of detailed plans to move production, engineering, quality and customer service departments. The relocation was successful, maintaining a customer-centric focus during the move which sustained on-time deliveries and set the business up for increased capabilities and capacity.

Deland, Fl

Accountable for all P&L functions comprised of production, planning/purchasing, quality, engineering, human resources and maintenance functions for a site with 35 team members earning $12 million in annual sales. Production activities included precision machining and welding, heat treating, sintering and hand assembly/ finishing. Directed cross-functional plant leadership team responsible for attaining delivery, quality and budget goals as well as organizational development.• Effectively utilized lean tools to consolidate manufacturing operations which reduced movement within the facility by over 60% and freed up 10,000 sq. ft. of space to be used for expanded capabilities.• Overhauled salary and hourly personnel structure, including placement, job descriptions and requirements to facilitate a 25% growth in production and support employee development.

Managed projects for private and government entities with a focus on improving bottom line results through the utilization of lean and six sigma tools supported by the design and implementation of sound systems that ensured the long-term sustainment of process performance enhancements.• Customized a distribution coding system, established operating procedures and developed a control plan to improve the on-time delivery success rate for Priority Packages for the United States Postal Service in the Connecticut Valley.• Improved the timely delivery of export international mail by 200% and identified more than $1 million in savings through streamlining processes and optimization of equipment and personnel.

Deland, Fl

Led the Operational Excellence efforts and tracked project execution and savings for a plant with a $68.4 million cost of production. Supervised two teams of six people each in the design, standardization, execution and associate education of workplace organization and standard work initiatives. Managed cross-functional teams in the development of systems to properly determine and monitor inventory levels. Mentored six sigma and lean certification candidates. Oversaw the deployment, analysis and utilization of Overall Equipment Effectiveness (OEE) metrics.• Utilized lean tools, including 5S, standard work, visual controls, etc., to establish a documented set of workplace organization standards, then launched a four month project to implement those standards and develop a method for their sustainment in 32 work cells, resulting in improved efficiencies and reduced inventories.• Developed a unique statistical system utilizing available data from the ERP system to review inventory quantities based on production and demand leading to a reduction over $1.5 million worth of material, resulting in decreased carrying costs, increased inventory turns and available floor space.

Deland, Fl

Led a department of 117 people with three supervisors in the production of three million syringe needles per day with a cost of production of $22.9 million. Managed the department budget, staffing and professional development. Developed strategies and plans to achieve plant variance and cost reduction goals. Interacted with management staff to implement plant programs, initiatives and policies, established department policies and procedures and ensured compliance with FDA, OSHA, CGMP regulations and ISO standards. Conceived and implemented process improvement plans to improve quality and process efficiency.• Effectively managed the outsourcing of 85% of the department. Carefully balanced the drawdown of personnel and production while maintaining labor efficiencies, product quality and schedule attainment.• Confronted raw material supplier with chronically late deliveries and poor quality; coordinated four week recovery plan leading to a 10% improvement in production which helped to resolve customer service issues.

Seneca, Sc

Led department of 54 people in the production of medical dressings with a cost of production of $6.7 million. Managed the department budget, staffing and professional development. Developed strategies and plans to achieve plant variance and cost reduction goals. Interacted with management staff to implement plant programs, initiatives and policies, established department policies and procedures and ensured compliance with FDA, OSHA, CGMP regulations and ISO standards. Conceived and implemented process improvement plans to improve quality and process efficiency.• Conceived and implemented a department OEE system to monitor production, availability and quality. Identified improvement opportunities leading to a 25% increase in productivity.• Spearheaded numerous initiatives, including mechanical enhancements, personnel cross-training, changeover reductions, etc., that directly led to a 20% reduction in scrap rates, a 50% reduction in customer complaints, a 10% increase in schedule attainment and the first profit for the department in 15 years.

Norfolk, Ne

Executed OpEx projects which were designed to show measurable results in process efficiency, customer satisfaction, and financial savings. Supported business functions and facilitated project teams’ use of the OpEx tools, driving for results, monitoring outcomes, and championing the OpEx business process methodologies. Trained, facilitated and furthered the OpEx business system throughout the organization.• Utilized Six Sigma tools to reduce variation in constraint process and increase output by 25%, leading to increased product production and sales worth over $2 million annually.• Conducted a detailed analysis of the historical production data on more than 50 processes. Standardized a key set of graphs for each process used by superintendents to reduce variation and increase throughput. Overall plant variation was reduced by more than 20%.

Norfolk, Ne

Led a team of 45 in the daily production of a diverse line of medical devices. Responsible for motivation, team development, safety, planning, scheduling, and staffing. Coordinated work assignments to meet production schedules, evaluated individual performance, helped superintendent ensure department operated in a safe and cost-effective manner, investigated and acted upon production related quality problems.• Initiated the implementation of production teams, including associate development and empowerment to increase production, improve quality and reduce costs.• Directly responsible for production rates that consistently exceeded budgeted amounts by 120% and a $900 thousand reduction in average daily back orders.

Various Domestic And International

Civil Engineer - Environmental Integration Manager; Commander, Environmental Flight; Deputy Commander, Engineer Flight; Commander, Readiness Flight

Master'S Degree, Engineering Management

Bachelor'S Degree, Civil Engineering

Activities and Societies: Corps of Cadets, United Campus Ministries