Robert W. Homsher

***** ******* ****

Rocky River, Ohio 44116

440-***-****

abjl4m@r.postjobfree.com

CAREER PROFILE

Thrives on the challenges of managing manufacturing. Leads by example with the work ethic and determination to deliver

the goods on budget, on time, every time. Adept at controlling costs, creating and coordinating accurate budgets, and taking

full P&L responsibility, be it at a small supplier or a multi-million dollar, multi-site operation. Change agent with the

expertise and experience to correct previously persistent production challenges permanently, and proactively prevent future

problems. Consistently finds, trains and leads the finest management teams, improving morale and worker motivation

whether in a union or non-union environment. Proves every time that paying attention to the fundamentals – cost, delivery

and morale – pays off in dramatic bottom line results.

AREAS OF EFFECTIVENESS

Budgets / P&L Management True JIT International Logistics

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Supply Chain Management Multi-site Operations Mgmt. Turnaround Management

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TQM Crisis Management Employee Relations

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Safety Regulations Efficiency Labor Relations

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5-S Environmental Regulations ISO

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CAREER PROGRESSION

Composite Technologies of America Aurora, Ohio 2007 to 2008

Assigned to turn-around plastics pultrusion manufacturer bought out of bankruptcy by venture capital firm in 2006.

Operations Manager

All production goals in two year plan were met or exceeded in eight weeks.

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Grew monthly production from $1.0 million to $1.9 million while reducing scrap from 9% to 3%.

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Cleared 300 outstanding union grievances and took monthly average from 25 to 1.

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Spero Electric Corporation Streetsboro, Ohio 2006 to 2007

Privately held industrial lighting component assembly manufacturer

Operations Manager

Initiated inventory controls and reorganized materials management to correct serious production

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losses.

Established roles and responsibilities for supervisors. Rewrote attendance policy. Initiated

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suggestion system.

Designed and implemented first and last piece quality control program.

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Responsible for all aspects of a 10% workforce reduction.

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Improved morale and motivated smaller workforce to achieve 25% higher production output.

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Employees cited faith in new management as main reason for voting in change to non-union

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status.

Honda of America Manufacturing Marysville, Ohio 1983

to 2006

Plant Manager 2006

Plant Manager at East Liberty Auto Plant, a state of the art auto manufacturing facility with over

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2,000 employees. Took plant from 16/5 to 24/7 to meet sudden surge in demand for Civic model built in plant

Took plant from 16/5 to 24/7 to meet sudden surge in demand for Civic model built in plant.

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Increased output 38% while adhering to stringent safety, quality and budget benchmarks, despite previous

plant management group's insistence that the numbers were impossible to meet with available resources

Robert W. Homsher Page Two

Production Manager 2002 to 2005

Lead crisis intervention in failing Paint Department at Marysville motorcycle plant. Improved

•

downtime to assembly by 93%. Improved quality by 30%. Improved safety incidents by 30%. Met all cost

targets.

Reengineered purchasing, material control, warehousing and logistics for Honda South Carolina

•

with a plan that cleanly and clearly identified and defined roles and responsibilities. Resulted in a recovery of

$137,000 of lost sales per day. Facility went from average downtime of two hours per day due to missing parts

and shortages to zero downtime to this day.

Assumed total responsibility for all material during West Coast dockworkers’ work stoppage.

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Included scheduling container ships into the harbor by production priority, expediting unloading, and

successfully competing for extremely limited resources in transportation (trains, trucks, and aircraft including

two Anatov jumbo cargo planes.

Logistics Manager 1997 to 2002

Responsible for all air freight for Honda North America ($30 million budget).

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Logistics Assistant Manager 1994 to 1997

Developed from conception through implementation a new Logistics Department separate from

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Purchasing or Material Control.

Associate Relations Assistant Manager 1992 to 1994

Associate relations leader for East Liberty Auto Plant overseeing 2,000 associates.

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Gained extensive working familiarity with environmental issues, labor laws and OSHA

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regulations.

Designated as a management continuing education trainer / instructor.

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Purchasing Administrator 1989 to 1992

Lead day to day scheduling and expediting of production parts for both the Marysville and East

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Liberty auto plants.

300+ suppliers. 1,000,000+ parts per day. True JIT environment.

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Purchasing Coordinator 1986 to 1989

Implemented from feasibility planning through start-up Honda Express, Honda’s wholly-owned

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logistics and warehousing company in the United States.

Purchasing Staff 1985 to 1986

Coordinated production coverage for Marysville auto plant and Honda Canada during three month

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glass manufacturers’ strike (CAW) with no production interruptions.

EDUCATION & PROFESSIONAL DEVELOPMENT

Fairbanks High School; Milford Center, Ohio; 1976

General Coursework, The Ohio State University, Columbus, OH

Kepner-Trego Problem Solving Techniques

Lean Manufacturing

Quality System

OSHA Training

ISO Compliance

Designated Honda Management Continuing Education Instructor / Trainer in:

Team Based Manufacturing

Honda Supply Chain Management System

Coaching and Counseling

Legal Supervision

Selective Interviewing

World Class Manufacturing Systems

HR Systems & Approaches

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