Robert Nichols ** Lancelot Court, Lafayette, IN **905 . 765-***-****

. acn65x@r.postjobfree.com

Facilities Maintenance Manager

Drive Business Performance Through Team-Building Strategies & a Devotion to

Operations Excellence

Professional integrity, a big-picture focus, and a history of driving

significant gains in productivity are the cornerstones of a career

distinguished by sustained accomplishments. Respected as a team-turnaround

strategist and cost-saving implementation leader. Possess broad

manufacturing perspective with 18 years' experience in the facilities and

maintenance field.

Select Performance Highlights as Plant Engineer Supervisor

. Changed company culture and customer perceptions by turning

dysfunctional work groups into synergistic teams by casting roles /

assignments based on individual strengths. Develop unified work

environment with sincere praise where team successes are celebrated.

See Critical Leadership Initiatives, page 2.

. Reduced inventory $100K+ in first month and decreased property taxes

39% (continuing to sustain). Researched contractors, and assisted in

software development and implementation of electronic inventory

control system for tool grinding operations; new system allows

organization and prioritization of daily workload for increased

productivity.

. Requested by upper management on three occasions to step into complex,

unproductive team situations (often peers); reengineered teams from

the bottom-up to facilitate communication and improve departmental

leadership with a 100% turnaround success.

. Saved $160K across substations over a 4-year period by bringing high-

voltage electrical maintenance in-house.

. Selected by General Manager to coordinate 6-month electrical project

to build prototype Endurance Pad (4 large engines tied into power grid

to manage peak power consumption) and new company facility to house

the pad. Lowered electric bill by a significant amount, and Endurance

Pad served as an example for customer tours of how it would function

in other facilities.

. Lead teams of up to 130 employees by example, coupled with an

approachable management style; set expectations with a "clear voice"-

one that is true to who I am-that eliminates communication roadblocks,

builds enthusiasm for future developments, and builds collaborative,

loyal multidisciplinary teams that reliably deliver. Hired and trained

100+ employees.

. Assist upper management with long-term capital planning (5 years);

forecast equipment needs based on prior maintenance history to develop

proposals for equipment replacement for a 30-year-old facility.

Professional Career Chronology

Caterpillar, Inc., Lafayette, IN 2008 - Present

Plant Engineering Supervisor (2008-Present)

Resource to 130 employees: Facilities Maintenance - 80 employees (Machine

Shop across shifts) and 50 employees (Assembly)

Machine Repair (1999-2008); Distribution Technician (1996-1999)

Frisch's, Executive Manager, Indianapolis, IN 1993 - 1996

. Opened three restaurants in new markets, collaborating with general

contractors to develop building facilities (~six-month projects).

. Recruited, staffed, and trained a total workforce of 300+ (100 per

restaurant).

Education & Certifications

Bachelor of Science in Management, Indiana Wesleyan University - 2012, GPA

3.98 Magna Cum laude

Machine Repair Apprenticeship Program (4 years), Lafayette Engine Center,

Caterpillar Inc. - 2004

Ivy Tech State College

Associate of Applied Science in Manufacturing / Industrial Technology -

2002, GPA 3.93

Technical Certificate in Manufacturing / Industrial Technology - 2002, GPA

4.0

Dean's Award for "Most Outstanding Undergraduate" - 2002

Business Philosophy ... As an influential leader with a record of

initiating change, I consistently deliver results in reduced costs,

increased quality, and increased profitability. My passion for working in

manufacturing provides a resolute energy that springs from raising levels

of performance through goal-oriented teams with unmatched loyalty. I am

intrigued by the unique qualities of individuals and recognize that the

secret to great teams is casting by individual strengths. A strong

discipline and diffusion of innovative solutions through empirical

knowledge leads to solid performances even in the midst of economic

turndowns. - Robert Nichols

Robert Nichols 17 Lancelot Court, Lafayette, IN 47905 . 765-***-****

. acn65x@r.postjobfree.com

Critical Leadership Initiatives

Set the Stage for Employee Engagement Through Empowerment, Enthusiasm &

Inspiration

Caterpillar, Team Manager - Build Productive, Loyal, and Fully-Engaged

Teams from the Bottom-up 2008 - Present

Challenge: To create synergistic teams within skilled trade groups-

typically talented, opinionated, previous union members, and peers

-and the most difficult group to deal with in an organization.

Action:

. Chosen by upper management on three separate occasions to turn around

skilled trades groups with poor leadership and, consequently, poor

productivity.

. Build team relationships based on mutual trust, respect, and positive

emotions while analyzing skilled trades groups of ~30 to identify

source of problems.

. Empower employees to take ownership of responsibilities to generate

sense of worth, enthusiasm, and pride in working for the company-from

my experience, the strongest lift to employee engagement.

. Set high expectations with an open door policy for listening to what

employees say and a simple philosophy of "tell me what you need me to

get out of your way so I can help you do what you need to do."

Results:

< Within ~60 days, correct situations with 100% success in developing

new teams that are cohesive and effective.

< Employee Opinion Survey indicates that customer and employee positive

feedback has improved 50%+.

< Encourage team members to "give back to society" by example; 20% of my

employees have been involved with organizations such as United Way and

the American Red Cross Blood Drive.

< Personal note: The first time I was moved to turn around a

dysfunctional team, the members were apprehensive, but the next two

times I showed up, they were excited that I was going to be their

boss!

Indiana Automotive Council (IAC) - Changing the Industry with a Vision for

the Future July 2013 - Present

Challenge: To close the gap for the current shortage of skilled

trades people across the nation.

Action:

. Recruited by HR to serve on State of Indiana committee as one who is

knowledgeable of the path necessary to ramp skilled trade workers with

effective life skills (currently responsible for guiding 1 electrical

and 5 mechanical employees from initial hire to journeymen,

electricians, and machine repairmen). Employee apprenticeships

completed at Illinois Central College.

. Collaborating with government officials, mayor, university and

community college administrations, and resources from community

industry / businesses (Chrysler, Subaru, Eli Lilly, & Fairfield) to

build a training program curriculum (similar to Illinois Central

College) for potential implementation in Indiana (Ivy Tech Community

College, Purdue University, and Vincennes University)--a program

accredited and recognized by organizations as the "best trained"

skilled trade workers in the industry.

Results: Over the last six months, discussions have led to envisioning the

opening of five centers in the State of Indiana for intensive skilled

trades training.

Unique Promise of Value & Transferable Skills

Proposal Six Sigma Green / Lean Project Management

Development Manufacturing

Relationship Sense of Urgency / Team Turnaround Specialist

Management Confidentiality

Interpersonal Preventative Maintenance Stability to a "Sea of

Communications Confusion"

Information Creative Problem-Solving Fleet Management

Management

I just want to say how much I appreciate Bob Nichols and how he

is so good to take action immediately and get the job done when we call him

with a problem in the Welcome Center. I have struggled for the past 6

months since he was put in the Machine Shop instead of Assembly (which

included the Welcome Center).

We have 3 customer groups in today, 2 of them needed to use the VIP

golf cart. It was plugged in but doesn't have a charge and won't run. I

called Tim Hester but he is out, so I called Bob. He immediately sent

someone to take a look at it and called back to inform me of that. Just

knowing he understands the importance of customers and what we do goes a

long way with helping to make our customer visits successful which, in

turn, means more business for CAT. He does great work! Please thank him for

that." -Rebecca Barnes, Visitor Services Manager, Lafayette, IN

Performance Endorsement

"The shim gauge idea you developed in less than 30 minutes to confirm

the quality of engines is being tested by engineers on production engines.

Once again, THANKS for stepping up to the challenge. Your involvement today

was truly a display of great Teamwork, with a clear Sense of Urgency with

absolute Focus on the Customer!"

89KLbcdfg Alpen Patel, Manager,

Operations Quality, Caterpillar Inc.

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