Summary

Robert Musselman

**** ******* ****

Mansfield, Texas 76063

US Cell 682-***-****

Email: acuv1y@r.postjobfree.com

Best initial contact is E mail

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Director Level - Directed the development and implementation of lean manufacturing principles (5s, Kaizen, Value Steam Mapping) in operational area(s) to meet production goals, quality, safety, retention, and training and cost objectives. Prioritized production schedules based on product introduction, equipment efficiency and materials supply. Planned and administered procedures and budgets. Made budgetary and strategic recommendations regarding capital projects and business expansions to COO, this included a 3/5/7 year plan for the Texas facilities as well as expansion plans into other US markets. Developed schedules and manpower requirements for assigned areas. Selected, developed, and evaluated personnel to ensure the efficient operation of the facilities. In Malaysia was instrumental in developing a capacity improvement plan that included rightsizing the workforce, identifying and implementing capital improvements and expanding operations into Asia and Europe.

Responsible for the operational success, strategic alignment, and integration of activities with other major organizational functions. Responsible for a significant number of measurable functional and strategic goals or priorities. Strong background in operational excellence, lean manufacturing focused on waste, speed and delay, facility safety, employee training, organizational development and quality assurance.

In less than 8 years we took three underperforming James Hardie facilities and turned all of them into world class manufacturing operations. In Malaysia with Hume Cemboard we developed CAPEX improvements that brought the facility and equipment into world class status as well as implementing a structure around operational leadership.

Developed manufacturing expense plans that support the attainment of the annual budget, EBITDA and business plan. Develop, implement and monitor annual KPI’s for the manufacturing organization that support the accomplishment of strategic and financial objectives for the company. Ensure safety and environmental programs are in place and managed effectively through proper training and development. Assure compliance with ISO 14001and OSHA. . Implemented strategic improvements to plant and procedures, including the development and implementation of long-term capital planning. Spearheaded the operational implementation of SAP, with costing, BOMs, operational measurements and resources. Developed and implemented a companywide quality and 5s audit, to which KPIs and performance reviews are tied.

Summary of qualifications

March 14 – Present

Director of US Operations

Plycem USA Inc. - MaxiTile Inc. - Allura

Ph +1-281-***-****

Cel +1-682-***-****

Total responsibility for P&L, Quality, Safety, Manufacturing Excellence, Environmental, Employee Relations and Development, of a multi-national, multi plant fiber cement siding and trim manufacturing operations, located in the US, Mexico and Latin America

Lead operations from acquisition in 2014, to a profitable business by end of 2014 a turnaround of over $3,000,000

Improved formulations to eliminate the legacy issues from the previous ownership, eliminating the claims exposure of over $500,000,000.

Implemented a CAPEX plan to upgrade facilities to improve efficiencies by over 30% which included material losses, conversion losses and labor reductions.

Negotiated contracts with suppliers and services saving over $6,000,000 in 2015.

Established operation KPIs around waste, speed and delay that improved throughputs over 20% in 12 months.

Introduced improved manufacturing process that increased throughputs, lowered unit cost and reduced lead time.

Facilitated the implementation of SAP into the operations team.

Sept 2011- March 2014

VP/ GM Manufacturing Hume Cemboard Industries Malaysia

Website www.primaboard.com

Responsibility for P&L, Quality, Safety, Environmental, Process Improvement, Lean Implementation, of a 3000 + Employee, Fiber cement siding and trim manufacturing facilities in Malaysia.

Increased throughputs 30% in 12 months

Changed the technical and quality KPIs to reflect world class manufacturing

Implemented capital changes to bring 1970 equipment into the 2014 technological classification

Reduced workforce through right sizing operations 15% reduction in labor across the board.

Developed strategic plan to support expansion into Asia.

Implemented and facilitated lean operations which included a 25 point audited 5s program taking plants from a level 1 to a level 3 out of 5 in 12 months.

Facilitated the ISO 9000 program across all operations

Member of the Hong Leong executive operational team directing the operational leadership across all HL manufacturing businesses

Jan 08- Sept 11 Freeman Dallas TX Mohave Valley AZ

General Manager West RDC

Freeman is the world's leading provider of integrated services for face-to-face marketing events, including exhibitions, conventions, corporate events, and exhibits. With annual revenues of 1.2 BIL, the company's headquarters is in Dallas, TX and has office locations in 40 cities across North America.

RDC Operations Execution

Start Up Greenfield RDC operation 380,000sqft 82 Dock Doors

Responsible to hire & direct staff to achieve operating results for RDC

Deliver products & services to meet Customer requirements in terms of quantity, quality & service.

Manage expenses within budget guidelines.

JB Hunt dedicated fleet

Shipping, receiving, refurbishment of over 10,000 SKU

Planning & Scheduling

Provides analysis & input to annual operating / CAPEX budget processes

Oversees development of capital improvement projects including: specifications, bid processes, financial analysis and makes recommendations on capital projects

Overseas development & execution of capital project implementation plans to ensure completion according to schedule, within capital project budget, and ensuring results achieved

People Management, Training, Risk Management

Oversees hiring, development & training programs to ensure sufficient & qualified workforce is available to meet ROC needs and compliance with government regulations & company policies

Ensures programs in place to create a safe & secure work environment in compliance with government regulations & company policies

Operations Process Improvement

Develops & implements quality & service improvement programs to ensure consistent quality & service delivery that meet Customer expectations

Develops & implements productivity programs to maximize operating efficiencies

Develops & implements operations to deliver new products & services to meet Customer requirements.

April 04 – Nov 07 James Hardie Building Products Cleburne, TX

James Hardie is the world leader in the production of Fiber Cement Products.

Manufacturing Manager Multi Operations - Total responsibility for P&L, Quality, Safety, Environmental, Employee Relations and Development, of a 300 + Employee, Fiber cement siding and trim manufacturing facilities.

Took the third oldest facility in the US and built a team that took the facility from an underperforming location to a plant that ran at design for the first time in its 10 year history. 78% to 98%

Have a working knowledge of business strategies, marketing plans and tactical sales execution processes. Experience with lean manufacturing principles and process improvement tools with experience driving breakthrough improvements in one-piece-flow, inventory turns, on-time-delivery, and quality

Won the first two CEO awards for safety in 05 and 06, for the best safety record in the US business based on OSHA recordable and severity rate. .33/0 in 05 .45/0 in 07

Developed and implemented organization and talent development plans for at least 200 associates, including recruiting, developing, succession planning and top grading of managers

April 02 – April 04 James Hardie Building Products Plant City, FL

Plant Manager Multi Operations - Total responsibility for P&L, Quality, Safety, Environmental, Employee Relations and Development, of a 220 + Employee, Fiber cement siding and pipes manufacturing facilities.

Took the second oldest facility in the US and built a team that took the facility from an underperforming location to a plant that ran above design for the first time in its 10 year history. 82% to 103%. Facility has continued to run above design for the last 2.5 years

Facility achieved the highest quality audit scores during the two years of my tenure

Reduced the OSHA recordable rate by 75 % each of two years

Posted the first positive EBIT in the 5 years history of the pipe facility

Developed and promoted two plant managers and two operations managers, three department managers in two years

July 99 – April 02 James Hardie Building Products Fontana, CA

Plant Manager - Total responsibility for P&L, Quality, Safety, Environmental, Employee Relations and Development, of a 100 Employee, Fiber cement Manufacturing Facility.

Took the oldest facility in the US and built a team that took the facility from an underperforming location to a plant that ran at design for the first time in its 10 year history. 80% to 100%. Facility continues to run over design after 4.5 years

Facility achieved the highest score on the first two ever corporate quality audits

Reduced the recordable incident rate in the facility by 70% in two years

Sept 98-July 99 GAF Materials Corp. Goldsboro, NC

GAF Materials Corporation (GAFMC) offers a broad spectrum of residential and commercial building materials. It is a roofing manufacturer in the U.S., with over 3,300 employees in 26 plants across the country.

Plant Manager - Total responsibility for initial start up, Quality, Environmental, Safety, Employee Relations and Development of a Multi- Line, Non-Union, and Manufacturing Facility.

Directed initial start up of Asphalt Shingle plant, including staffing, quality assurance program, logistics and operations on time and under budget

Surpassed planned production rates for the first month of operation by 57% resulting in an improvement in planned product availability by two months

Facilitated human resources effort to interview and hire entire plant staff

Managed plant with employees that had never operated a manufacturing facility

Accomplished initial start up, taking new hourly employees to another facility for training and by the implementation of written Standard Operating Procedures

Reduced plant air permit from Title V to Synthetic minor at an annual savings of over 30K

March 97 – Sept 98 BMCA Insulation Products Inc. Florence, KY

Subsidiary of GAFMC

Plant Manager - Total responsibility for P&L, Quality, Environmental, Safety, Employee Relations and Development, of a 150 Employee Union, Industrial Roofing Systems Manufacturing Facility.

Directed the total operation of a 150 union employee, manufacturing facility. (Perlite Industrial Roofing)

Exceeded two years without a lost time accident. Reduced Workers Compensation cost from $0.06/hr in 1996 to $0.01/hr in 1997, by the implementation of SOP’s and written Job safety analysis for each position

Exceeded all previous production and 1st pass quality % records for 36 year old plant. This resulted in an average lower product cost of 10%

Developed and implemented, plant wide hourly union operator testing

With emphasis on SPC, SOP, Flow and Control Charting, moving from quality control to quality assurance

Implemented monthly Labor/Management meeting, which resolved most labor issues prior to the grievance procedure

Developed state funded employee training in strategic skills and set up an Apprentice program for electricians

Managed plant under budget each month as plant manager

Initiated programs with local, state and government agencies to become a positive environmental neighbor. Zero NOV’s were cited in four years

1995 - 1997 BMCA Insulation Products Inc. Florence KY

Operations Manager - Total Responsibility for Production, Quality, Scheduling of Manpower and Production. Responsible for Hourly Employee Training.

Direct, plan and oversee total manufacturing operation

Responsible for production, scheduling, labor relations and quality assurance

Implemented written Standard Operating Procedures for all Operational Positions

Established Job Safety Analyses for all Operational Positions

1992–1995 International Permalite Ontario CA Florence KY

Plant Manager - Directed total plant operations, until acquired by GAFMC.

Education

Rochville University 2003-2007

Master's Degree in Business Administration Oct 2007 (Manufacturing Management) GPA 3.84

Bachelor's Degree in Business Administration (Manufacturing Management) GPA 3.78

Valparaiso Univ Valparaiso Ind.

The Wharton School

University of Pennsylvania Essentials of Management Program Jan 2003

Scored highest in class on 5 year business operations simulation.

Kellogg School of Management

Northwestern University

Creating a Market Focused Organization May 2003

Chain Distribution October 2002

John E. Anderson Graduate School of Management

UCLA

Strategy Management August 2002

Financial Management May 2002

SME Lean Manufacturing Certification 4/09

Situational Leadership II 4/07

Achieve Global Leadership Training Certified Facilitator 3/06

Six Sigma Training - 8/99

Dale Carnegie Training -- 1997 Voted Highest Achievement in Class of 40

Dale Carnegie Grad Assistant -- 12/97 5/98

Kepner Tregoe -- ATS Training -- 5/98

SPC Training - QualPro - 3/98

Demming TQM Training -- 8/97

OSHA 40 hour course 7/97 7/03

Career Track -- Self-Directed Work Teams - Interpersonal Communications Practical Coaching

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