Introduction
Bob is a Manufacturing Professional with over 30 years’ experience within the Industry. Experience includes machining, fabrication, quality, production lines, shipping and receiving, warehousing, safety and process improvement. Implementations include utilizing Six-Sigma and Lean Manufacturing tools in all aspects of Operations including Engineering, Supply Chain, and Production. Projects created value-added improvements in manufacturing industries such as: Aerospace, Medical, Automotive, Food, Electronics, and many others, while developing employees and other assets to impact the bottom-line. His hands on plant floor manufacturing knowledge and experience and leading teams and training make him an excellent resource for implementing organizational change. |
Profile
Bob has expertise in implementing Manufacturing Systems, lean manufacturing tools and techniques, Just-In-Time (JIT) production, production control mechanisms, business process improvement (BPI), change management, supplier management and performance evaluation, and quality systems utilizing Six Sigma tools and techniques. Starting as a Machinist and a Manufacturing Engineer and working his way through various Manufacturing Management positions - Bob has had the opportunity to design, facilitate, and implement lasting change and improvement. With over 30 years of Management experience Bob has proven time and time again that he can deliver projects of varying size and complexity on time and on budget to satisfied clients.
Representative Work Experience
Heavy Truck and Automotive
Plant Operations Manager for $140 million manufacturer of Heavy Truck and Automotive components in the Compressed Natural Gas Industry (CNG Fuel Tanks). Overseen the build of the company’s first, outside of Germany manufacturing facility with an investment of $13 million plus. Established operational goals and strategy and provided day to day leadership over areas such as sales and marketing in the United States, lean implementation, labor management, supply chain development, Environmental Safety and Health, and quality system improvement and certification. The new U.S. plant was able to manufacturer at a 50% higher throughput than the older lines in Germany. This allowed for the U.S. plant to fill European, Asian, Central and South American production order deliveries with about an 80% increase in Heavy Truck and Bus orders globally.
Heavy Equipment Manufacturing
Bob led the Fabrication, Machining, and Assembly departments within a $216 million business. Prior to his arrival the organization was in a survival and reactive mode and needed to be turned into a viable long-term department within the business organization. The department was experiencing extremely poor operational performance in all key areas of performance: organizational profitability, quality, productivity, safety, customer satisfaction/service.
Bob was hired as Plant Superintendent to provide the Strategic & Turnaround Leadership and to implement the Continuous Improvement Process (CIP). Implementation of the CIP included training of all employees in the United States manufacturing plant operations. The training provided the tools and techniques to facilitate identification of problems and the implementation of permanent corrective action as well as provide a common language. Management structures and systems were installed to identify major inefficiencies for the entire business unit. Opportunities were quantified, priorities set, and teams formed to resolve problems and establish a base line for monitoring and measuring progress. The progress results were communicated on a weekly, monthly and quarterly basis.
Summary of results achieved as follows:
1.) Profitability – Improved organizational profit and savings by $1.8MM over 12 months.
2.) Quality – Decreased Assembly Department complaints of fit, form, and function by 80% and overall Customer complaints by about 65%.
3.) Quality – Reduced departmental scrap costs by $800,000 per year
4.) Quality – Reduced “lost part” remake and vendor part fixing by $1MM a year by developing a better in house fabrication process and better guiding the vendor’s product manufacturing.
5.) Reduced manufacturing cycle time of the average monthly sales production schedule from 22 days to 19 days or a 13 % reduction monthly.
6.) Safety – Reduced monthly safety incidents by 85% in 6 months by providing the needed and proper training to all plant associates. Decreased the Fabrication DART Rate by 77% (from and DART of 24 to a DART of 5.6 over 12 months’ time
Aerospace/ DOD Manufacturing
Leadership in the following areas for a number of DOD and Aerospace Organizations: Machining, Composites, Welding and Fabrication, Paint and Powder Coating, Quality, Safety, Maintenance, Testing, Manufacturing/Process Engineering, Purchasing, Planning, Scheduling and R&D Departments. P&L responsibility of an average of $3 to $8.5 Million per month departmental budgets. HR functions (interviewing, hiring, terminations, training, succession planning, employee engagement, etc.). Established Supply Chain for all production tooling and supplies. Negotiated best cost lay-out by implementing Lean work cells. Established and conducted Vendor Audits and training sessions to achieve best lead time and costs for all critical-to-manufactured products. Supported the plan and design of new manufacturing facilities and additions. Created a $20,000 per month savings on tooling in the Machine Department and reduced manufacturing times by 60% with equipment upgrades, employee training, and better vendor response times. Improved On-Time-Deliveries from approximately 40% to nearly 85% per month (in only 5 months) utilizing Lean Methodologies and Implementing Cross Functional Departmental Meetings and Teams. Created a $1MM savings in equipment upgrades with a new machine-readiness program and secured an additional $6MM dollar phase one project utilizing Lean and Six-Sigma Tools and Methodologies. This program led to an additional $15 million Airforce and Navy continuing project.
Food Manufacturing
As part of a Strategy3 Implementation and Improvement team, Bob was involved with creating a multi-phase project to allow an ice cream manufacturer to increase through-put while decreasing production downtime on all current manufacturing lines. Two parallel paths made up the first phase. They consisted of a critical redesign of the warehouse and inventory process system along with a detailed preventative maintenance plan.
The warehouse was organized into functional areas that allowed the warehouse team to see and know just where product was to be reconciled, placed for work-in-process, stored for near future production runs, or returned to an offsite warehouse. Shelves, floor lanes, and waiting areas in all dry warehousing, freezers, coolers, and heat and warming rooms were assigned a location bin number that was incorporated into the company’s ERP system. Pallets where given a tracking License Plate that allowed for a more efficient and time-reducing way of tracking raw material usage. The offsite warehouse was also coupled into this new documenting process. Once all this was in place, better metrics were created to allow for control of scrap product and uptime of the manufacturing lines.
A parallel focus was placed on manufacturing line uptime. With a goal of 80% to 85% uptime, the project allowed for a 30% to 35% decrease in the downtime of all key equipment. Utilizing a Computerized Maintenance Management System, (CMMS) Strategy3 was able to clean up and organize a spare parts room, decrease the time of flow of Work Requests to Work Orders, and allowed the Maintenance Department to make a change from a reactive repair mode culture to a Preventative and Predictive maintenance department.
Baselines were established during and after the newly implemented processes and a Root Cause and Corrective Action program was enacted for any uptime reports at or below 80%. This allowed for an additional 10% decrease in manufacturing line downtimes.
Client and Company Listing (partial)
Rolls-Royce Aerospace & Defense US/UK
Flextronics Aerospace & Electronics
Mazak Corp Americas
General Electric
Alliant Techsystems (ATK)
ITT Industries
Xperion USA/Germany
Pratt & Whitney
Barnes Aerospace
Department of Defense (Army, Airforce, Navy)
Bell Helicopter
Honda of America
Magellan Aerospace
Ferco Tech
Oregon Ice Cream
Smith & Wesson
Education
University of Scranton – MBA in Operations Management (Currently in Process)
University of Phoenix– B.S. in Business Management
Sinclair Community College
Bob has expertise in implementing Manufacturing Systems, lean manufacturing tools and techniques, Just-In-Time (JIT) production, production control mechanisms, business process improvement (BPI), change management, supplier management and performance evaluation, and quality systems utilizing Six Sigma tools and techniques. Starting as a Machinist and a Manufacturing Engineer and working his way through various Manufacturing Management positions - Bob has had the opportunity to design, facilitate, and implement lasting change and improvement. With over 30 years of Management experience Bob has proven time and time again that he can deliver projects of varying size and complexity on time and on budget to satisfied clients.
Representative Work Experience
Heavy Truck and Automotive
Plant Operations Manager for $140 million manufacturer of Heavy Truck and Automotive components in the Compressed Natural Gas Industry (CNG Fuel Tanks). Overseen the build of the company’s first, outside of Germany manufacturing facility with an investment of $13 million plus. Established operational goals and strategy and provided day to day leadership over areas such as sales and marketing in the United States, lean implementation, labor management, supply chain development, Environmental Safety and Health, and quality system improvement and certification. The new U.S. plant was able to manufacturer at a 50% higher throughput than the older lines in Germany. This allowed for the U.S. plant to fill European, Asian, Central and South American production order deliveries with about an 80% increase in Heavy Truck and Bus orders globally.
Heavy Equipment Manufacturing
Bob led the Fabrication, Machining, and Assembly departments within a $216 million business. Prior to his arrival the organization was in a survival and reactive mode and needed to be turned into a viable long-term department within the business organization. The department was experiencing extremely poor operational performance in all key areas of performance: organizational profitability, quality, productivity, safety, customer satisfaction/service.
Bob was hired as Plant Superintendent to provide the Strategic & Turnaround Leadership and to implement the Continuous Improvement Process (CIP). Implementation of the CIP included training of all employees in the United States manufacturing plant operations. The training provided the tools and techniques to facilitate identification of problems and the implementation of permanent corrective action as well as provide a common language. Management structures and systems were installed to identify major inefficiencies for the entire business unit. Opportunities were quantified, priorities set, and teams formed to resolve problems and establish a base line for monitoring and measuring progress. The progress results were communicated on a weekly, monthly and quarterly basis.
Summary of results achieved as follows:
1.) Profitability – Improved organizational profit and savings by $1.8MM over 12 months.
2.) Quality – Decreased Assembly Department complaints of fit, form, and function by 80% and overall Customer complaints by about 65%.
3.) Quality – Reduced departmental scrap costs by $800,000 per year
4.) Quality – Reduced “lost part” remake and vendor part fixing by $1MM a year by developing a better in house fabrication process and better guiding the vendor’s product manufacturing.
5.) Reduced manufacturing cycle time of the average monthly sales production schedule from 22 days to 19 days or a 13 % reduction monthly.
6.) Safety – Reduced monthly safety incidents by 85% in 6 months by providing the needed and proper training to all plant associates. Decreased the Fabrication DART Rate by 77% (from and DART of 24 to a DART of 5.6 over 12 months’ time
Aerospace/ DOD Manufacturing
Leadership in the following areas for a number of DOD and Aerospace Organizations: Machining, Composites, Welding and Fabrication, Paint and Powder Coating, Quality, Safety, Maintenance, Testing, Manufacturing/Process Engineering, Purchasing, Planning, Scheduling and R&D Departments. P&L responsibility of an average of $3 to $8.5 Million per month departmental budgets. HR functions (interviewing, hiring, terminations, training, succession planning, employee engagement, etc.). Established Supply Chain for all production tooling and supplies. Negotiated best cost lay-out by implementing Lean work cells. Established and conducted Vendor Audits and training sessions to achieve best lead time and costs for all critical-to-manufactured products. Supported the plan and design of new manufacturing facilities and additions. Created a $20,000 per month savings on tooling in the Machine Department and reduced manufacturing times by 60% with equipment upgrades, employee training, and better vendor response times. Improved On-Time-Deliveries from approximately 40% to nearly 85% per month (in only 5 months) utilizing Lean Methodologies and Implementing Cross Functional Departmental Meetings and Teams. Created a $1MM savings in equipment upgrades with a new machine-readiness program and secured an additional $6MM dollar phase one project utilizing Lean and Six-Sigma Tools and Methodologies. This program led to an additional $15 million Airforce and Navy continuing project.
Food Manufacturing
As part of a Strategy3 Implementation and Improvement team, Bob was involved with creating a multi-phase project to allow an ice cream manufacturer to increase through-put while decreasing production downtime on all current manufacturing lines. Two parallel paths made up the first phase. They consisted of a critical redesign of the warehouse and inventory process system along with a detailed preventative maintenance plan.
The warehouse was organized into functional areas that allowed the warehouse team to see and know just where product was to be reconciled, placed for work-in-process, stored for near future production runs, or returned to an offsite warehouse. Shelves, floor lanes, and waiting areas in all dry warehousing, freezers, coolers, and heat and warming rooms were assigned a location bin number that was incorporated into the company’s ERP system. Pallets where given a tracking License Plate that allowed for a more efficient and time-reducing way of tracking raw material usage. The offsite warehouse was also coupled into this new documenting process. Once all this was in place, better metrics were created to allow for control of scrap product and uptime of the manufacturing lines.
A parallel focus was placed on manufacturing line uptime. With a goal of 80% to 85% uptime, the project allowed for a 30% to 35% decrease in the downtime of all key equipment. Utilizing a Computerized Maintenance Management System, (CMMS) Strategy3 was able to clean up and organize a spare parts room, decrease the time of flow of Work Requests to Work Orders, and allowed the Maintenance Department to make a change from a reactive repair mode culture to a Preventative and Predictive maintenance department.
Baselines were established during and after the newly implemented processes and a Root Cause and Corrective Action program was enacted for any uptime reports at or below 80%. This allowed for an additional 10% decrease in manufacturing line downtimes.
Client and Company Listing (partial)
Rolls-Royce Aerospace & Defense US/UK
Flextronics Aerospace & Electronics
Mazak Corp Americas
General Electric
Alliant Techsystems (ATK)
ITT Industries
Xperion USA/Germany
Pratt & Whitney
Barnes Aerospace
Department of Defense (Army, Airforce, Navy)
Bell Helicopter
Honda of America
Magellan Aerospace
Ferco Tech
Oregon Ice Cream
Smith & Wesson
Education
University of Scranton – MBA in Operations Management (Currently in Process)
University of Phoenix– B.S. in Business Management
Sinclair Community College