ROBERT C. SOLTIS
Middlefield, Ohio 44062
Operations Manager with broad-based business experience in Manufacturing and Foundry operations with a participative
management style seeking a challenging opportunity in Manufacturing Operations. Demonstrated experience in building
and leading teams that achieve continuous improvement in productivity, scheduling, and manufacturing costs. Highly
organized, known for managing multiple projects and meeting deadlines. A strong energetic work ethic combined with an
uncompromising commitment to excellence. Areas of strength include:
Manufacturing Operations Management Capital Project Management
Organization Redesign and Staffing ISO 9001 Certification
P&L Experience MRP/CRP Systems
Executive Team Building Computer Literate
• Lean Manufacturing
• Union and Non Union Labor Relations
STAR PRECISION PRODUCTS, Mentor, Ohio February 2012 to Present
Manage 40,000 square foot custom machine shop manufacturing highly complicated, close tolerance products for
Aerospace, Medical, and Industrial customers. Staff consists of two Manufacturing Engineers, Production Scheduler,
three Quality Technicians, and 30 Associates. ISO Certified Machine Shop.
• Implemented Mori Seiki Vertical Milling Center with 4 th Axis Indexer
• Hired additional shop personnel to strengthen manufacturing staff.
• Process and Tooling improvements for 20% to 30% cost savings.
• Implemented packaging improvements to eliminate product damage during shipment.
JERGENS INCORPORATED, Cleveland, Ohio May 2002 to February 2012
Manage 75,000 square foot manufacturing facility producing a variety of work holding components and assemblies;
precision vises, quick change precision fixture plates, hoist rings, pneumatic clamping and Kwik-Lok pins. Staff
consisted of five Supervisors, four Production Schedulers, two Purchasing Agents, one Manufacturing Engineer and 85
• Developed and Implemented Redesign of Kwik-Lok product line resulting in 60% cost reduction.
• Responsible for the $2.4M Kwik-Lok project covering three major pieces of capital equipment.
• Personally involved with the design and specification of the custom built capital.
• Structured Manufacturing to support growth from 10 Million to over 25 Million in annual sales.
• Reduced average order fulfillment from 10 to 12 weeks to less than 4 weeks or being in stock.
• Reduced manufacturing cost 3% - 4% annually
• Identified new suppliers/processors for cost and delivery reductions.
• Conducted first 5S and Kaizen events.
• Expanded the Manufacturing structure to 3 shift operation.
• Capital Equipment projects $300,000 to $600,000 annually.
• Key member in implementation of new business ERP system – Syteline.
• Developed and implemented Hoist Ring Bolt Blank program reducing specials delivery by 75%.
• Lead the development of the Kwik-Lok Pin product line from start up to number one product line.
• Supported the introduction of 3 new product lines (Vises, Forged Hoist Rings, Kwik-Lok Pin).
ROBERT C. SOLTIS 440-***-**** email@example.com PAGE 2 OF 3
PARKER HANNIFIN CORPORATION, Cleveland, Ohio September 1999 to May 2002
(formally Commercial Intertech, Youngstown, Ohio)
Operations Manager, Mobile Cylinder Division
Managed 140,000 square foot manufacturing facility producing a variety of hydraulic cylinders for heavy equipment and
industrial truck markets. Staff consisted of five function managers and 83 associates.
• Improved on-time delivery to promise and request date by 42 percent.
• Reduced monthly overtime by 15 percent.
• Improved schedule starts by 30 percent; reduced inventory levels by 5 percent.
COOPER CAMERON CORPORATION, Houston, Texas July 1988 to September 1999
Cooper Energy Services, Cooper-Bessemer Reciprocating Products, Grove City, Pennsylvania
Plant Manager (October 1998 to September 1999)
Managed 665,000 square foot manufacturing facility of grey and ductile iron foundry and machining operations ranging
from 30 pounds to 50 tons highly engineered components. Direct responsibility for $20MM operating budget and P&L
results. Staff consisted of eight function managers and 220 associates.
• Led Grove City facility “Restructure” with completion two months ahead of schedule.
• Reduced Foundry overtime by 83 percent while improving product delivery.
• Established weekly control reports to ensure under-budget performance for discretionary expenditures.
• Achieved Customer Promises Kept record of 83 percent.
Operations Manager (April 1997 to October 1998)
Managed all Factory and Foundry daily three-shift operations, including maintenance. Managed all operational budgets
and forecasts. Reporting staff of seventeen supervisors and 325 associates.
• Negotiated successful union contracts with United Steel Workers.
• Initiated and established Focused Factory Support Teams for three machine shops.
• Reduced overdue orders by 60 percent and nonconformance by 40 percent.
• Achieved EBITDA target of $30.6MM and surpassed goal by $3.8MM.
Factory Manager (January 1995 to April 1997)
Managed daily operation of 308,000 square foot machining facility, including maintenance. Managed all operational
budgets and forecasts. Reporting staff of seven supervisors and 150 associates.
• Reduced manufacturing cost for GMVH piston by 26 percent and for Power Cylinder/Liner by 13 percent.
• Achieved ISO 9001 Certification.
• Evaluated Chinese manufacturer’s capabilities on site, for potential joint venture.
Supervisor, Industrial Engineering (August 1992 to January 1995)
Managed all manufacturing and assembly routings, tooling/fixtures and CNC programs. Supervised five manufacturing
technicians and five CNC programmers. Charged with establishing all manufacturing costs.
• Developed, authored, and implemented ISO 9001 procedures for the Industrial Engineering Department.
• Designed piston tin plate grommet masking system, slashing cost to manufacture by 59 percent.
Afternoon General Foreman (November 1991 to August 1992)
Managed daily afternoon machine shop operation of sixteen departments, two supervisors, and forty-five associates.
Charged with establishing all factory departmental budgets and forecasts.
• Developed nonconformance review to establish corrective actions for scrap and remachine.
• Initiated operator-based process checksheets to improve product quality levels and operator accountability.
ROBERT C. SOLTIS 440-***-**** firstname.lastname@example.org PAGE 3 OF 3
Unit Supervisor, Piston Cell (November 1990 to November 1991)
Managed the three-shift daily operation of the piston manufacturing cell. Supervise three supervisors, ten operators, three
CNC machining centers and tin plate operations. Managed departmental budgets.
• Designed and implemented new tin plate facility resulting in improved product quality and lead-time.
• Initiated tooling changes to improve productivity by 10 percent.
Manufacturing Trainee and Supervisor, Planning and Control (July 1988 to November 1990)
Participated in two-year rotational manufacturing training program. Four six-month assignments in all areas of
manufacturing, including Front-line Supervision, Quality Control, Manufacturing Engineering and Materials
Management. Responsible for production planning and control of work in process exceeding $2MM.
• Designed piston tin plate grommet masking system, which reduced cleaning time by 23 percent.
• Initiated manufacturing cost savings resulting in annual savings of $191,000 for stamping operation.
• Developed stamping operations quality program; training, audit process and corrective action.
WALT DISNEY WORLD COMPANY, Lake Buena Vista, Florida September 1985 to September 1987
Professional Practice Employment (5 Quarterly Assignments)
College Professional Industrial Engineering internship supporting staff Industrial Engineers with various projects and
analysis. Developed laundry production reporting system saving $6,000 annually, and assisted the implementation of the
Maintenance Control System for EPCOT Center.
UNIVERSITY OF CINCINNATI, Cincinnati, Ohio
Bachelor of Science in Industrial Engineering, 1988
Professional Practice Program; Deans List; Passed EIT Exam
REFERENCES UPON REQUEST