Manager Customer Service

John Robbins

***** ***** **. ***********, ** ****6 . 440-***-**** res. (440)

***-**** **** . ************@***.***

Profile

A highly experienced, result driven, manager with demonstrated ability to

lead diverse teams of professionals, in both union and non-union

environments achieving new levels of success. A leader with proven

ability to successfully analyze an organization's key indicators,

identify deficiencies, and develop cost-effective solutions to improve

the entire value-chain while inspiring excellence in others. Strong

business and technical qualifications with an impressive track record of

continuous improvement in production management, operational excellence,

and team building.

Areas of Experience

Multi-Site Management Production Management Quality Improvement

Revenue/Cost Attainment Lean Manufacturing Continuous Improvement

Change Management Training & Development Decision Making

Performance Management Root Cause Analysis Kanban

Professional Experience

JOSLYN HI-VOLTAGE (Danaher/Thomas & Betts)

2005 - present

Operations Manager

Maintained full responsibility for the manufacture and on-time delivery of

power transmission switches and controls. Areas of responsibility

included Production, Quality, and Process Engineering supporting a team of

120 union associates at two manufacturing locations. Implemented metrics

driven culture through daily cross-functional shop floor reviews of cell

goals. Conducted multiple kaizen events in Standard Work, 5S, and Material

Presentation resulting in improved processes, decreased assembly intervals,

and improved material flow within work cells. Overall Improvements

included:

26% increase in labor efficiency

75% decrease in PPM

20% average reduction of product lead-time

77% reduction in past due dollars

88% increase in on time delivery

$600K in-sourcing of machined parts

DECISION ONE

2003 - 2005

Business Unit Manager

Redefined operational vision of CRT, PDA, and printer repair and refurbish

center. Refocused team of 1st and 2nd shift managers, process, quality and

test engineers, production associates, and material buyers by focusing on

metrics and improvement of unit receiving and shipping over 1500 units a

day. Within in six months received an MVP award from Dell Computers for

Operational Excellence. Performed value stream analysis of operations in

order to eliminate waste and implement standard work. Improvements

included:

17% reduction of overall cost

57% decrease in WIP days of stock

46% decrease in repair interval

JDS UNIPHASE

2001 ( 2002

Manufacturing Manager

Created a new lean manufacturing culture refocusing a team of 1st and 2nd

shift managers, process engineers, and production associates responsible

away from batch process centered operations.

. Directed re-engineering of assembly area into lean manufacturing

work cells directly impacting bottom line by:

82% reduction of manufacturing time

60% increase of cross-training

Implemented kanban material flow, eliminating the need to pick kits for

assembly areas

4. Initiated the introduction of high performance teams at facility.

5. Proposed and implemented facility attendance plan and vacation

scheduling plan.

John Robbins

(page 2)

12535 Heath Rd. Chesterland, OH 44026 . 440-***-**** res. (440)

465-6807 cell . ************@***.***

LUCENT TECHNOLOGIES / AT&T

1990 ( 2001

Technical Manager: Circuit Pack Assembly and Test

1999 ( 2001

Responsible for directing a team of 10 coaches, 8 process engineers, and

400 production associates manufacturing circuit packs and amplifiers

across three shifts manufacturing. Personally accountable for $16

million of annual labor cost creating $500 million of revenue.

By focusing team on continuous improvement, waste elimination, and

associate engagement we were able to:

11. 20% expense headcount decrease while output increased 30%,

through task analysis.

12. 70% reduction in WIP days of stock 70% through implementation of

kanbans.

13. Decreased manufacturing interval through line rebalancing and

yield improvements.

Engaged and developed high performance teams in the manufacturing area.

Led first management team to achieve high performance level status.

Proposed and implemented quarterly recognition processes for all high

performance teams.

Technical Manager: Process, Product, and Test Engineering

1996 ( 1999

Maintained full responsibility for all aspects of process engineering in

four separate manufacturing areas as well as product engineering and life-

cycle management of products. Directed a team of 24 process, product,

and test engineers supporting multiple manufacturing departments focusing

all engineering efforts on team concepts and continuous process

improvements.

Led 50% reductions in manufacturing interval for all equipment through

WIP reduction, new floor layouts, task consolidation and waste

elimination.

Successfully created and implemented a plan to increase production rates

200% within six weeks.

Directed the outsourcing and transfer of several thousand-cable

assemblies.

Department Manager: Cable Assembly and Engineering

1993 ( 1996

Redefined manufacturing culture of a team 6 of coaches, 4 engineers, and

150 production associates responsible for all quality, on-time delivery,

and cost of cable manufacturing. New culture resulted openness to change

and enabled:

Developed a plan to decrease WIP on the floor by controlling start and

balancing workflow reducing interval 10 days and improving shipping

performance.

Implemented cable assembly work cell for standard product, reducing

interval 60%.

Implemented end-of-line packing and shipping in the production area,

reducing interval 3 days and improving delivery performance 20%.

Conceived and implemented 24-hour turnaround FAX ordering process for

emergency field deliveries.

Proposed and implemented shop-to-shop cable kanban deliveries in order to

bypass non-valued added storeroom functions of receiving, storing,

retrieving, and delivering.

Production Supervisor

1990 ( 1993

Supervised 60 production personnel, improving velocity, quality, and on-

time delivery through interfacing with customer service, engineering, and

production control to prioritize and expedite orders. Directed

departmental effort of factory ISO certification.

SENSOTEC, INC.

1987 ( 1990

Process Engineer

Responsible for designing and developing welding fixtures, heat sinks,

production parameters, training, and qualification procedures for

manufacturing facility producing sensors, accelerometers, and load cells.

Education

The Ohio State University, Master of Business Administration, Operations

and Logistics (MBA)

The Ohio State University, Bachelor of Science, Welding Engineering

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