Bob W. Moore *** West Plainwell Street, Plainwell, MI 49080

269-***-****

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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