Manager Plant
Resume:
Bob W. Moore *** West Plainwell Street, Plainwell, MI 49080
EXECUTIVE SUMMARY
An experienced, team-oriented Plant Manager with a successful track record.
More than 18 years experience in progressive Operations Management with
particular strength in Lean Manufacturing, Continuous Improvement, Safety,
Motivational Techniques and people skills. Recognized for exceptional
organization and ability to complete projects within established timelines.
EDUCATION
. American Intercontinental University: Bachelors in Business
Management. GPA: 4.0
SELECTED ACHIEVEMENTS:
. Assisted in Union disputes and resolutions for a 270 employee
manufacturing facility.
. Tier 1 Automotive supplier experience in Paint and Assembly with both Job
Shop and Cellular knowledge.
. Implemented bottleneck solutions resulting in hundreds of thousands of
dollars in cost reductions.
. Organized all aspects of a startup recycling facility including
installation of equipment, purchasing of materials, accounting services,
hiring personnel, cost reductions, purchasing, sales and all vendors
including Janitorial services.
. Established and trained management and operators in knowledge of Lean
Manufacturing, Continuous Improvement and safety guidelines.
. Encouraged an environment and culture of team work where creativity is
unleashed, innovation and responsible risk taking is encouraged, and
entrepreneurial spirit is supported as well as respect for fellow
employees.
. Created criteria for efficiencies, quality standards, production rates,
inventory, Overall Equipment Efficiency and Work Instructions.
. Developed education and training programs for operators.
. Extensive knowledge in Computer Programs: Excel, Word, PowerPoint,
Cognos, STARtech, Lotus Notes.
PAVESTONE CORPORATION, HAGERSTOWN MD: AUGUST 23, 2011 TO DECEMBER 7, 2012
PLANT MANAGER
. Responsible for all aspects of a Concrete manufacturing facility,
producing Pavers, Wall Block and Patio stone.
. All Safety and Quality responsibilities pertaining to creation and
adherence to policy.
. Creation of systems to track and implement 6S, Key Measure production
tracking and downtime occurrence issues.
. Increased productivity using Kaizen and Lean mentalities.
. Took the branch from #9 in the company key measures to #1-2 in 4 months.
. Incorporated cross training program to reduce head count and increase
positional flexibility.
. Budget adherence.
. Created a Preventative Maintenance system to reduce overall maintenance
costs and downtime.
. Level Loaded work responsibilities.
SCANWOOD CANADA, LTD: JANUARY 20, 2010 TO APRIL12, 2011
PLANT MANAGER:
. Responsible for all aspects of a Production facility as a Malm supplier
for IKEA furniture in a unionized environment (CAW).
. Analyzed production systems for efficiency and improvements.
. Created KPI standards and calculations, SOP's and Work Instructions.
. Budget creation, analysis and maintenance.
. Responsible for Production Supervisors, Production Scheduling, Human
Resources Manager, Maintenance Manager, Purchasing Manager, Quality
Manager, Engineering Manager and Shipping and Receiving.
. Changed direction of "Tribal Knowledge" mentality to "Trained Knowledge"
through training and Work Instructions.
. Incorporated Lean Manufacturing mentalities throughout the plant (Kaizen,
5 Why's, 6S, Fishbone, Kanban, FIFO).
. Implementing a Continuous Improvement program for training and
development purposes.
. Saved over $440,000 annually by streamlining the labor and processes in
one department while nearly eliminating the need to manually paint
product in a process that bottlenecked the plant in another.
. Company closed due to lack of funding under new ownership.
POLYMER SOLUTIONS INC.: MARCH 2008 TO FEBRUARY 2009
PLANT MANAGER:
Progressive position being promoted from Assistant Plant Manager after 3
months.
Created and implemented a Lean Manufacturing environment including:
Continuous Improvement, Career Development and Quality Standards.
Created programs for the integrity of internal measurement, accuracy and
documentation systems for the plant.
Capital Expenditures as well as Operational Costs.
Management of all Human Resources, Engineering, Projects and office staff.
Provide recommendations for process changes in conjunction with Engineering
on capital and other projects.
Contractual agreements regarding acquisitions of raw materials, sales and
costs associated thereof.
Company shut down due to a lack of funding from investors.
HEIL ENVIRONMENTAL: JUNE 2006 TO MAY 2007
PAINT DEPARTMENT MANAGER:
. Supervise two Coordinators who manage 57 people through five separate
divisions of the paint department.
. Changed direction of "Tribal Knowledge" mentality to "Trained Knowledge"
by educating on Work Instructions.
. Research and time studies where steady work schedules can offer better
efficiency and cost savings to the company.
. Implemented a Continuous Improvement program for training and development
purposes.
. Re-designed the line layout resulting in a First Pass Yield improvement
of 31% in three months time.
. Responsible for staffing of department and training to a team oriented
environment.
. Responsible for instilling Lean Manufacturing Techniques in the
department.
. Moved back to Michigan to accept a previously applied job offer.
JOHNSON CONTROLS INTERIORS: AUGUST, 1994 TO MARCH, 2006
PLANT SUPERVISOR:
. Promotions: Paint Production 3 1/2 years, Team Leader 1 1/2 years,
Assistant Controller 2 1/2 years, Production Trainer 1 1/2 years,
Supervisor 2 1/2 years in a job shop oriented facility.
. Created a template for quoting Past Model Service Parts to Ford, GM and
Chrysler.
. Plant Safety and Ergonomic/ OSHA Guidelines: Monitored plant safety.
Wrote pro-active safety reports.
. Part of a Continuous Improvement program team to address cost reductions
on the plant floor.
. All aspects of production assembly including organizational and advance
planning techniques in a Lean Manufacturing environment. Continuous
Improvement, 5S, and career development,
. Responsible for calculating, improving and reporting Key Measures for the
Past Model Service Center including Efficiency, Delivery, Customer
Rejects, Inventory Accuracies and Scrap Dollars.
. Wrote performance related evaluations for as many as 24 hourly and
salaried employees.
. Contact customers and suppliers for resolution of production and delivery
issues.
. Paint department Throughput Champion, MSA Auditor, Quality Champion.
. Created Paint Scrap Challenge- Reduced PPM's by 90%, scrap by 86%. Raised
efficiencies from 40%'s to mid 80%'s.
. Laid off due to economic conditions.
COMMUNITY ACTIVITIES
2003- 2006 Commissioner for AYSO Soccer Girls 14 and 16
age levels
2003- 2005 Junior Hoopsters girls' basketball coach
2000-2002 President of Starr Parents Association at
Starr Elementary
1989-1995 High School Varsity and Junior Olympic
Volleyball coach
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