John A. Robuck

*** *** ***** ***.

Ridgway, PA **853

814-***-**** (H)

814-***-**** (C)

Mission:

My mission is to lead in the building of a value driven business that harnesses the

creativity of the most talented people, using the most cost effective cutting edge

technology, to produce the highest quality, highest valued products in the world.

It is important that leadership focuses the entire organization on a few high impact

objectives, develop the best talent possible, give them the tools needed to succeed, and

provide them with an information rich environment to measure team progress.

I’ve taken pride in being a positive force in leading and implementing a continuous

improvement culture. One that quickly propels the company to achieve its strategic

targets while increasing shareholder value.

Major Accomplishments/Achievements:

14 By targeting select markets, customers, and products; developing an effective

marketing message; and implementing a technical sales capability, the

management team grew Symmco from $13.8 million (2005) to $20.8 million

(2008) and increased earnings 86% in that same time frame

15 Rebuilt entire leadership, sales, and supervisory teams by recruiting the best talent

in the industry for the areas of metallurgy, tool design, process engineering,

manufacturing engineering, quality engineering, manufacturing management,

supervisory personnel, & accounting/administrative personnel. Leadership team

successfully converted the company from a paternal culture to a performance

culture with accountability

16 Created 3 year strategic plans and annual business planning updates, focusing and

setting goals on key strategies and related key performance indicators. Developed

goals and objectives for each manager with financial incentives for attaining

financial performance and goal achievement

17 Improved from 07 to 08: OTD by 16%, DPPM from > 1,000 to < 250, incidents to

customers down by 60%, reduce in-process product losses by 37%, rework down

by 73%, zero finding on ISO audits, productivity increased by 15%, DSO from 62

to 52 days, improve 5S audit scores by 40%, increased inventory turns by 15%,

achieved zero lost time for accidents since October of 2006.

18 Implemented numerous manufacturing cells where feasible, cutting mfg. costs

19 Implemented a “pay for training achievement” system that promoted skills

advancement in needed areas of the company and overall worker flexibility

20 Created employee led CI problem solving teams that targeted and achieved

improvements in safety, quality, cleanliness, space usage, and productivity

21 Established more effective and controlled product launch process that

significantly reduced initial launch failures. System utilized concepts from stage

gate and APQP accounting for risk, customer, market, and product complexity in

a small lot company

22 Information systems: Installed QAD ERP system & process sheet/control plan

system at Hawk’s AC division in 2001 (process sheet/control plan at Symmco)

23 Improved accounting reporting frequency and reliability: initiated daily close,

weekly reconciliations, manufacturing oriented P&L, linked production plans to

financial daily performance, developed strong quality feedback loop targeting

scrap, returns, rework, & sorting, etc…

24 Combined two separate business entities into one successful mission oriented

team that was financially stronger (completed at the end of 2002)

25 Focused on high margin new conversion business that utilizes new technology:

average margin on these wins is up by 10 percentage points over

conventional/typical product wins

26 Developed training matrixes aligning our people’s skills development with the

initiatives of the company regarding technology and professional development

27 Launched concepts of lean manufacturing, six sigma/DOE, 5S, APQP, kaizan,

small team meetings, SPC/yellow belt for all personnel, set up reduction, total

productive maintenance, robotic training, and advanced set up skills

28 Launched employee social committees, company newsletters, visual plant

information centers, employee awards, and a gain sharing program that links to

employee efforts

29 Developed business plan and justification for Brazil plant start up developing

scenarios of advantage for investment ranges and outcomes (Windfall).

Work Experience:

9 Consultant- acting VP of Operations and Finance. Springfield Munitions Co.,

Kersey PA, March 2009 to present

10 President, Symmco Inc, Sykesville PA, August 2005 to February 2009. Symmco

is now a $21 million dollar bearing & structural PM parts producer for industrial

markets

11 VP Hawk Precision Components & General Manager of Allegheny Clearfield

Division. Office location is in Falls Creek, PA (near Dubois, PA). Promoted to

this position in April of 2003 and Left Hawk April 15, 2005. Allegheny Clearfield

was a $40 million dollar business unit with 280 associates.

12 Director of Operations, Hawk Precision Components, Allegheny Clearfield

Division. Promoted to this position in October of 2002. Responsible for

establishing standards of expectation and building “systems” in the process.

13 Hawk Precision Group Controller. In this position, developed annual operating

plans, strategic plans, performed various analyses for PM Group President.

Promoted to this position in April of 2002. Hawk Precision Components was $70

million in sales with approximately 500 people world wide.

14 Division Controller, Hawk Precision Components, Allegheny Clearfield Division.

Promoted to combined unit position in November 2001. I oversaw the

combination of two independent businesses, handling planning, CAPEX

planning/execution, all reporting, and daily activities. Combined structures in

administration, purchasing, accounting, engineering, human resources, and

sales/customer service.

15 Business Unit Controller, Allegheny Powder Metallurgy, a Hawk owned

company. Hired December 2000. Installed & trained personnel for ERP system

launch in April of 2001. Installed cost accounting components, reporting codes,

information queries, feedback loops, and user focused process documentation

16 Company Controller, MascoTech, Windfall Products business unit. At the time of

my employment, Windfall was at $78 million dollar in sales with > 600

associates. Promoted to this position in March 1997. Implemented a totally

revamped Y2K compliant financial systems module in BPCS ERP system (3

months time frame). This position had an accounting staff of 5 people, handled

short term treasury functions, cash forecasting, annual/monthly planning, CAPEX

planning, CAPEX justification, working capital management, cost/inventory

accounting, and all other components of financial reporting. Developed cross

linked programs to report to MascoTech’s Hyperion software, developed

forecasting models, & participated in company sale transition (due diligence).

17 Cost Accounting Manager, Windfall Products, Inc. Hired in January of 1993.

Implemented cost account/management accounting systems including activity

based costing, activity based management, and activity based budgeting. Worked

on cost reduction/CI projects with engineers, outlined a new quote process,

performed make buy analysis, managed planning/feedback process on the shop

floor, and completed equipment justifications (IRR/discounted cash flow)

18 Cost Accounting Manager, Ladd Furniture, Highpoint, NC. Hired in 1990

19 Cost Accountant, Lane Furniture, Altavista, VA. Hired in 1988

Education:

3 Accounting Major, Averett College, Danville, Va. (1988)

4 Bachelor Of Science, Major Business Administration/Minor Accounting,

University Of Pittsburgh (1984)

5 Elk County Christian High School, St. Marys, PA (1980)

Training/skills:

10 ISO/QS-9000 internal auditor

11 Six sigma green belt training

12 CI facilitator training

13 Lean manufacturing training, Penn State

o Set up reduction module

o Value stream mapping

14 AMA financial concepts training

15 ABM/ABC training with Tom Pryor

16 MS office/excel, MS query (OBDC), and access database proficient

17 Significant training and experience in Enterprise Resource Planning systems

o BPCS (SSA)

o Mfg. Pro (QAD)

18 Hyperion consolidation financials

19 Supervisory training

20 Report writer/query/data download skills

Core Values:

o Always provide honesty and expect honesty from your teammates, without

honesty companies waste time trying to fix the wrong problems and you can’t

make rapid improvement. A continuous improvement culture can only work in an

open environment, not a political one.

o Work as a team, a team can accomplish significantly more than any individual

o Good Planning: help create a strategic vision that has a really high probability of

succeeding. Include target markets, target products, resources required, training

required, capital required, action plans, measurements, & assignments to complete

that vision

o Execute…create value by following through…and provide the right

information to make good decisions, linking actions to metrics to results

o Develop people through training and accountability ultimately helping team

members to accomplish higher levels of personal and professional success

o Continuous learning & continuous improvement, never stop learning or

improving your company and yourself

Personal Information:

Home Address:

John A Robuck

112 Van Buren Ave.

Ridgway, PA 15853

Phones:

814-***-**** (home)

814-***-**** (cell)

Personal e-mail:

abh5dm@r.postjobfree.com

References:

• Ken Wolfe, CFO of Horizon Technology, Inc., former CFO of Windfall Products,

Inc. 814-***-****

• Eric Wolfe, President of Horizon Technology Inc., former VP of Operations of

Windfall Products, Inc. 814-***-****

• Dave Bosnik, VP of Operations, Clarion Sintered Metals, Inc. 814-***-****

• Bud Grieneisen, former President of Allegheny Powder Metallurgy. Inc. (814)

268-6434

• Mike Corkran, President of China-Centric, Inc., former President of Hawk

Precision Components 216-***-****

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