Manager Engineer

Robert J. Adams

Cell: (***) *** - ****

Email: *******@*****.***

Director of Continuous Improvement

STRATEGY LEADERSHIP PERFORMANCE

I am an experienced Operations Manager with proven results in manufacturing

and Lean implementation. My industrial spirit has allowed me to achieve

proven successes, along with my firm grasp to implement processes for

growth and expansion in both products and services. I am looking to utilize

my background to create and foster change in an organization that rewards

hard work and innovation.

Areas Of Expertise

Lean Implementation Results driven Project Management

Process Improvements Competitive Intelligence Results Oriented

Safety Processes & Account Management Inventory Management

Procedures Staff Management Key Resource Requirements

Operations Management

Professional Experience

Constellium Novi, MI 2012 -

present

Operations Manager 2012- present

. Multi-plant non-union experience in rapid growth condition, $40M to

$90M by 2014.

. Initiated Lean implementation plan including development of work

teams, 5S, management GEMBA walks, visual KPI's, and re-organization

of quality and maintenance departments for production support

. Developed working ERP system for daily management of materials and

scheduling while instituting SAP business systems

. Restructured quality department realizing 50% reduction in customer

complaints

. Created and implemented visual controls for inventory management

resulting in 16% reduction of working capital and improved OTD, by

means of Kanban and repeat scheduling cycles.

. Designed and implemented an employee training matrix that is a living

document populated with real-time production data

Associated Spring/Barnes Group Saline, MI 2000 -

2012

Division Manager 2010- 2012

. P&L responsibility for over $27M UAW automotive facility in a turn

around condition

. Retain customer base as a result of increase in speed of delivery,

customer service, and quality escapes

. Perform capacity analysis and labor requirement needs

. Maintains unified management team to focus priorities and set

direction for plant to follow

. Onboarded- Quality Manager, Maintenance Manager, Business Unit

Manager, and Controller over a 6 month period

. Re-implemented lean initiatives to improve OEE- the main drivers for

quality and delivery issues

. Created incentive payout for hourly "pay for performance" metrics

resulting in $42,700 bottom line improvement over 45 day period

. Developed countermeasures for KPI's to drive business results

. Successful in retaining 2 largest customers (65% of business mix) and

enabling bids on new programs

Plant Manager- HydroCam Engineering- 2008-2010

. P&L responsibility for $2M facility

. Created business plan for strategic positioning with in Barnes Group

Inc. leading to sale of business segment

. Improved productivity 33% by cross training and value stream mapping

. Finished goods Kanban system and reduced working capital by 58%

. Maintained motivated workforce through uncertain times of company

direction

. Successful sale of business with no quality escapes, loss of business,

or degradation in productivity

ROBERT ADAMS- PAGE 2

PROFESSIONAL EXPERIENCE CONTINUED

Lean/Continuous Improvement Manager- 2007-2008

. Led division through cultural change of lean implementation

. Directed efforts on high volume line- resulted in 32% OEE improvement

and 58% reduction in scrap

. Implemented strategic finished goods level with fixed repeat

scheduling- resulted in a 30% reduction in working capital

. Combined efforts of value stream mapping, OEE improvement, and

standard work which allowed work force structure changes yielding over

$30K/month in savings with no layoffs

Business Unit Manager- 2004-2007

. Responsible for $48M UAW automotive facility

. Directly responsible for 168 hourly and salary production employees

. Indirect responsibility for engineering, quality, and maintenance

functions to support production

. Orchestrated work flow improvements, cell creations, and value stream

mapping resulting in $75K in savings

. Implemented real-time data gathering software on all vital equipment

for OEE improvement focus

Manager of Special Order Department- 2002 - 2004

. Managed 6 employees (Exempt and Non-Exempt)

. Produced prototypes that resulted in $8.2M in annual sales for the

division

. Responsible for scheduling entire department including raw material

. Blended manpower and equipment into production facility to avoid Tier

1 line stoppages and production backlogs

. Developed and grew relationships with Ford, DCX, Honda, Toyota,

Detroit Diesel, and Cummins

. Worked with operators on spring design and new product introduction

. Developed standard work for operators to improve turn around time on

prototype samples

Senior Quality Engineer- 2000 - 2002

. Quality account representative for all transmission spring

applications

. Lead continuous improvement teams focusing on DOE and 8-D analysis

. Conducted training courses on quality and production initiatives

. Initiated waste cost reduction activities, resulting in 45%

improvement in 2001

. First time yield and CpK focus in 2002 yielding a 35% improvement

. Co-chaired lean manufacturing initiatives

Other Professional Experience

LASON, Inc. - Quality Engineer 1998-2000

Rouge Steel - Process Engineer 1996-1998

Education

Bachelor of Science- Metallurgy

Michigan Technological University 1996

Certificates

Lean - Lean Enterprise Institute - 2007

Emotional Intelligence - Weatherhead Executive

Education - 2006

BGI Leadership "TOP Performers" - 2005

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