ROBIN L. LEVINE

**** ******** **. ****: 216-***-****

Beachwood, OH 44122

abhvtn@r.postjobfree.com Cell: 216-***-****

OPERATIONS LEADER

Recognized for driving change, focusing on continuous improvement and

achieving results.

Delivers an uncommon skill-set developed in world-class organizations of

Procter & Gamble, Pepsi. Exceptional experience in manufacturing, supply

chain, quality and financial management. Industrial Engineer -

Northwestern.

Strategic and Business Lean Manufacturing Project Management

Planning

Quality Management/SPC Supply Chain Processes Labor/Union Relations

Multi-site Plant Operating/Capital Budget Mentoring / Performance

Operations Management Management Management and

Measurement

PROFESSIONAL EXPERIENCE

THE PDI GROUP, Solon, OH

2008-

Present

Manufacturer of military and commercial aviation ground support equipment.

Vice President Operations, Solon, OH (2008-Present)

Provide leadership in manufacturing, purchasing, engineering and quality

for market leader in ground support equipment including munitions trailers,

munitions storage containers and motorized weapons loaders.

. Member of Executive Committee. Provide corporate perspective in areas of

personnel management, performance measurement, supply chain development,

engineering processes.

. Established supply chain planning process that resulted in timely

execution of prototype/first time production

. Responsible for relocation of manufacturing operation from a leased

facility to a company owned building. Involved purchase and renovation

of 100,000 sq ft building. Move occurred on time, on budget with no

negative impact on customer service or production efficiency.

. Led justification, purchase and implementation of robotic welding

equipment to facilitate streamlined aluminum container manufacturing

. Implemented ERP software resulting in optimized shop floor scheduling,

labor costing, capacity planning, and inventory management.

. Program manager for government contracts resulting in successful

execution of 42% volume increase.

SWAGELOK COMPANY, Solon, OH 2000-2008

$1 billion manufacturer of high precision stainless steel fluid systems

components.

Project Manager, Solon, OH (2007-2008)

Primary architect of relocation of product design, product engineering,

process/manufacturing design and quality control methods from acquired

European manufacturer to U.S. Identified critical risks in knowledge loss

and technology transfer.

. Initiated comprehensive re-engineering process resulting in $5 million of

new capital, implementation of product quality planning, application of

state-of-the-art product feature measurement methodology (GD&T), FMEA and

equipment and process capability studies.

. Created tactical plan to meet strategic marketing plan, customer

expectations and profitability goals. Led technical, planning and

operations resources in driving process improvements across several

business units.

. Implemented end-to-end supply chain and quality standards with Chinese

supplier resulting reduction in rework from 30% to 0. Reduced customer

returns form 2000ppm to 50ppm.

Manufacturing Manager, Highland Heights, OH (2004-2007)

Accountable for three manufacturing operation producing 4 million units and

generating $275 million annual revenue. Created business imperative and

methodology resulting in decrease in scrap of 48%. CEO cited results and

process as benchmark for entire company. Managed the production, quality

and maintenance of 4 million units and 2400 SKU's across 150 primary

machining work centers and oversaw a $36.5 million operating budget.

. Led 2 superintendents, 12 supervisors and 250 hourly associates across a

24/7 stainless steel machining operation.

. Key member of cross-functional leadership team (engineering, human

resources, planning) that exceeded performance targets and executed

overall business plan efficiently and effectively.

. Increased production 58% with only a 23% increase in variable costs.

Maintained 97% on time delivery performance.

. Drove a 48% reduction in scrap/rework through training, accountability

and root cause analysis.

. Successfully implemented lean/OEE manufacturing across departments

resulting in a 25% increase in productivity and a 66% reduction in lead

time. Implemented preventative maintenance and special tooling program

to optimize usage.

Raw Material and Tooling Sourcing Manager (2002-2004)

Developed and implemented corporate-wide sourcing strategy for raw material

(forgings, castings, bar stock) and high precision tooling. Managed plant

operations for internal manufacturing of forgings and tooling.

. Oversaw $50M raw material spend and $27M annual tooling spend.

. Managed 2 plant managers, sourcing manager, 6 procurement specialists,

manufacturing engineering, scheduling and 125 hourly plant associates.

. Developed and implemented Make vs. Buy strategy for forgings, resulting

in 90% of forging raw material insourced and 23% savings in purchasing

costs.

. Owned primary responsibility for supplier relationship with raw material

suppliers (steel mills).

. Negotiated and implemented pricing contracts with stainless bar stock

suppliers, resulting in $3M annual savings.

. Developed Make vs. Buy strategy for specialized tooling procurement

resulting in the consolidation of commodity tooling suppliers from 85 to

4 and a rebate program of 6% on an annual spend of $15M.

Plant Manager, Hudson, OH (2001-2002)

Led daily operations for orbital welder assembly plant and quick connect

machining plant. Managed transition from traditional machining operation

to a lean manufacturing site. Reduced scrap and rework by 43%

. Coordinated and led plant closings and relocation of 100% of plant

personnel to other company owned locations

New Product Development Materials Manager (2000-2001)

Developed supply chains for new products.

PEPSI-COLA COMPANY, Somers, NY 1987-2000

Fortune 25 soft drink manufacturing company.

Heartland Business Unit

Operations Support Manager, Cleveland, OH (1997-2000)

Directed capital budget, cost budget and production planning across

division.

. Allocated and administered $31M annual capital budget resulting in annual

cost reduction of $500,000 and increased revenue of 21%.

. Coordinated $260M annual cost budget across 10 operating units and led

cost reduction of $8M annually.

. Ensured optimal finished product manufacturing and sourcing of 120M units

across 5 manufacturing plants and 17 distribution warehouses resulting in

99.5% product availability.

Business Unit Strategic Planner, Cleveland, OH (1995-1997)

Provided financial analysis to selling organization, operating divisions

and senior management. Scope included 115M units, generating $760M of net

sales revenue.

. Produced cost reduction of $1.4M annually by optimization of 1 producing

location and 4 distribution warehouses.

. Coached regional sales managers on financial analysis of package mix,

price and cost, resulting in 40% volume growth in initiative areas.

Manufacturing/Logistics Operations Manager, Cleveland, OH (1993-1995)

Coordinated manufacturing, distribution, sourcing and engineering for the

110M unit division.

. Developed and implemented national standard processes across 7 operating

divisions including: measuring production efficiency, warehouse

productivity, visual factory, and preventative maintenance completion and

effectiveness.

. Saved $2.3 million and production efficiency improvements of 13% and 200%

reduction in out-of-stocks.

Twinsburg Manufacturing Plant

Plant Operations Manager, Twinsburg, OH (1991-1992)

Directed the production, quality and maintenance of 28M units and 180 SKU's

across six production lines

. Coordinated an $8.5M operating budget with annual capital improvements of

$2.0M.

. Managed union relations, grievance resolution and contract negotiation

strategy.

. Delivered 4% efficiency increase and $150,000 annual cost reduction

through cross training and increased flexibility

Production Manager, Twinsburg, OH (1989-1991)

Directed the planning and production of 27M units and 160 SKU's.

. Managed 8 supervisors, 2 support personnel and 145 technicians across a 6

line, 3 shift production operation.

. Integrated recently acquired franchise bottler into parent company

systems while increasing productivity 24%.

Central Division Office

Manager Operations Support, Chicago, IL (1988-1989)

. Designed and implemented total quality/continuous improvement/SPC

practices across 40 production locations resulting in $2.M annual savings

and 99.8% in-specification quality compliance.

Field Operations Manager - Technical Support, Chicago, IL (1987-1988)

PROCTER & GAMBLE CO., Chicago, IL 1982-1987

A $37,000M consumer products manufacturing, selling and marketing company.

Department Manager, Liquid Ivory Soap (1986-1987)

. Directed processing and packaging of start-up of national production of

liquid hand soap product.

Department Manager, Safety and Organization Development (1984-1986)

. Led plant wide safety program with improved ASR, AFR, worker's comp

costs, and OSHA compliance.

. Developed and led plant-wide intervention resulting in conversion of work

force from traditional union shop to a high performing team based/pay for

skill work environment.

Production Supervisor, (1982-1984)

. Supervised and scheduled daily packaging operations meeting FDA, GMP, and

OSHA manufacturing standards.

EDUCATION AND PROFESSIONAL DEVELOPMENT

Northwestern University, Evanston, IL, B.S. Industrial Engineering

Case Western University, Cleveland, OH, Executive Development and Women in

Leadership Certificate Programs

The Pacific Institute, Investment in Excellence The University of

Tennessee, Productivity through Quality

Eastman Kodak Company, Statistical Process Control Project Management

Institute, Project Management

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