ROBERT J. BUSH

*** ******** ***** ( Portage, Michigan 49002 ( 586-***-**** (

acdue6@r.postjobfree.com

March 26, 2014

Dear Sir or Madam:

I am interested in appropriate positions with your client companies.

I have a strong manufacturing background in both operations and

engineering. My employment history includes working at General Motors,

Toyota, and Benteler Automotive. I have a strong understanding of TPS and

Lean and am also a proven team builder.

In my most recent role at Benteler, I reduced the OSHA recordable incident

rate by 50% and reduced PPMs from 16 to nine. In addition, I led my team

in launching a new major chassis program on an all-new assembly line and

five smaller chassis programs on existing lines. I also relocated ten weld

cells and five bushing presses and installed 15 new weld cells to the plant

in six months.

Throughout my career, I have introduced new technologies such as

hydroformed deep draw complex shape draw dies and injection molded exterior

body panels. I have played a significant role in multiple plant start-ups

and have traveled extensively to Japan and Southeast Asia following new die

programs. I also have extensive experience in new program launches.

In short, I bring to an organization extensive automotive manufacturing

experience. I have experience in established manufacturing facilities as

well as start-up operations and also have worked in union and non-union

environments. I am fully capable of successfully handling any and all

situations.

I look forward to discussing how my qualifications could make me an

immediate asset to one of your client companies.

Thank you for your consideration.

Best regards,

Robert J. Bush

RJB/jb

Attachment

ROBERT J. BUSH

927 Lakeview Drive ( Portage, Michigan 49002 ( 586-***-**** (

acdue6@r.postjobfree.com

SUMMARY

A dedicated and results-oriented operations manager with profit and

loss responsibility and extensive experience in plant management,

engineering, manufacturing, program management, non-traditional

process development, production systems, team development, and new die

and mold construction as well as maintenance management. Extensive

domestic and international plant operational and engineering

experience. Seeks opportunities to grow an organization to improve

profitability and efficiency. Mentors and develops teams to achieve

success. Driven to achieve results and exceed expectations to ensure

the long-term success of an enterprise.

EXPERIENCE

Benteler Automotive Galesburg, Michigan

Plant Manager 2011-2014

Held responsibility for overseeing all day-to-day operations, including

plant P&L, human resources, quality, materials, production, and

engineering. Led direct reports, such as human resources manager,

engineering/maintenance manager, quality manager,

safety/health/environmental manager, controller, production manager,

materials manager, and lean manager. Met daily demand of customers.

Improved efficiency of plant and return profit to parent company.

. Managed 435 employees of all disciplines as head count grew from 187 to

435 associates, with 33% of staff contract associates.

. Increased sales from $63,000,000 to $117,000,000.

. Reduced OSHA recordable incident rate by 50% and quality PPMs from 16

to nine.

. Launched one major Chassis program and five small Chassis programs

derivatives of existing plant content.

. Implemented HR policy that allowed for up to 40% contract workers.

Enabled five-month evaluation process with possibility of permanent

hire at end of five months.

. Coordinated relocation of ten weld cells and five bushing presses.

Oversaw removal of five weld cells, three bushing presses, and one

large, automated weld line. Installed 15 weld cells from sister

facility. Completed all tasks in six months.

. Implemented one-week mandatory vacation shutdown in July that

corresponded with customer summer shutdowns.

. Served as mentor for team from plant that participated in worldwide

problem-solving competition, securing second place worldwide and first

North American.

. Led salary staff to adopt section of highway for community project.

Established garden on unused property to provide fresh vegetables to

local community groups in need.

Toyota Motor Manufacturing Kentucky Georgetown, Kentucky

Manager, Die Manufacturing 2005-2011

Led die manufacturing facility in Georgetown. Managed direct reports,

including all engineers, two assistant managers, and one maintenance team

leader. Oversaw day-to-day business, including scheduling, continuous

improvement (Kaizen), managing predictive/preventative maintenance

programs, and meeting customer expectations. Managed engineering and

manufacturing activities required to construct dies. Supported launch of

dies at customer manufacturing locations.

. Reduced safety total incident rate (TIR) by 50%.

. Successfully managed operational and capital budgets within target

guidelines. Reduced operating budget by 50% over four years.

. Reduced cost to manufacture dies by 50% over five years. Increased die

production by 30%.

. Served as member of site-wide management team that evaluated engineers

and supervisors on formal problem-solving techniques, using Toyota

methods.

. Improved throughput, with more dies produced with less people.

. Annually represented North American die making facility at global

Toyota die conference. Visited Toyota die manufacturing facilities in

Japan, Malaysia, Thailand, and China for various bench marking.

. Acted as member of site-wide diversity advisory committee that provided

guidance to executive staff on diversity-related issues.

. Established preventative maintenance scheduling system that allowed for

100% completion of all scheduled maintenance activities.

. Implemented predictive maintenance program that included vibration

analysis and thermographic analysis.

General Motors Warren, Michigan

Die Integration Engineering Manager, Metal Fabricating Division 2003-

2005

Directed new model die construction and launch activities associated with

dies built in United States and Japan as well as with new die construction

and tryout at designated stamping plant. Provided part design feedback as

well as coordinated die design and FMEA, die construction and tryout, and

die first production runs. Ensured resulting parts met program

requirements. Managed five die engineers responsible for procuring dies

for new car and truck programs.

. Served as program launch manager for dies on Pontiac Solstice and

Saturn Sky.

. Managed scale-up and development of new stamped hydroforming process

for deep and complex drawn body panels.

. Oversaw transition from development to Tier 1 supplier for ANAC, Inc.

to supply hydroformed body panels, without impact to production

assembly line. Met all development milestones.

. Interfaced with platform team to assure smooth product launches.

. Collaborated with product design engineering to assure manufacturable

designs.

. Optimized head count.

Panels Maintenance and Engineering Leader, Saturn Corporation, Spring Hill,

Tennessee 2001-2003

Held responsibility for all maintenance and engineering activities

associated with two sheet metal blanking lines, five transfer presses, and

24 injection molding machines. Managed 132 skilled tradespeople and 19

engineers. Coordinated day-to-day, continuous improvement and equipment

efficiency improvements. Oversaw all maintenance activities, including

breakdown management and predictive/preventative maintenance management

strategies. Managed future model engineering activities for injection

molding and stamping. Duties included all launch activities associated

with new models.

. Managed new program launch activities cradle to grave for 111 lines of

dies and 34 injection molds in die build facilities in Japan (two),

Italy (two), and U.S. (five) and one injection mold facility in Canada,

with total combined value of programs $120,000,000.

. Coordinated improvement activities in stamping, including strokes per

hour increases, automatic die change time reductions, labor reductions,

coils in inventory reductions, and part storage reductions.

. Coordinated improvement activities in injection molding, including

cycle time reductions, mold change time reductions, regrind utilization

optimization, scrap reduction and part inventory reductions.

. Placed strong emphasis on preventative and predictive maintenance.

. Oversaw budget and planning activities for panels maintenance and

engineering departments: $17,000,000 annually. Created business cases

for future product and capital to remain competitive.

. Leveraged resources in teams to complete projects successfully.

. Led OEE improvements.

ADDITIONAL EXPERIENCE

Panels Engineering Leader, 1997-2001. Oversaw day-to-day, continuous

improvement and equipment efficiency improvements. Managed future model

engineering activities for injection molding and stamping. Coordinated

installation of AA cross bar transfer press and building addition.

Justified capital project. Panels Future Program Engineering Team Leader,

1994-1997. Held responsibility for all launch activities in molding and

stamping, including build, tryout, and production of dies and molds as well

as interaction with assembly plant to eliminate build issues. Successfully

developed/combined teams of salary engineers and UAW tool and die makers.

Panels Current Model Engineering Team Leader, 1992-1994. Managed up-time,

quality, and performance improvements. Oversaw engineering resources

concerning efficiency improvements.

Polymer Module Advisor, 1989-1992. Directed all production and maintenance

activities in 24-machine injection molding area, including scheduling,

allocation of resources, and team building. Manufacturing Engineer, 1988-

1989. Served as part of Spring Hill start-up team. Held responsibility

for design and build of all end-of-arm tooling for injection molding

machines.

Manufacturing Engineer, Inland Division, Adrian, Michigan, 1984-1988.

Developed production tooling and processes for interior trim injection

molded components. Held responsibility for continuous improvement

initiatives in plant. Focused on cycle time improvements, scrap reduction,

and quality improvements. Developed automatic stamping line for vacuum-

formed thermoplastic wheelhouse panels with traditional die cut off.

EDUCATION

Central Michigan University, Mt. Pleasant, Michigan

Completed 33 hours toward M.S. degree in Administration

Wayne State University, Detroit, Michigan

B.S., Mechanical Engineering Technology, 1983

PROFESSIONAL DEVELOPMENT

Crucial Conversations Trainer, 2013

Karrass Effective Negotiating Seminar, 1996

14 weeks training in working with teams and building consensus, 1990

Dale Carnegie, 1985

COMPUTER SKILLS

Microsoft Office Suite

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