Customer Service Injection Molding

Jerry J. Rohr

**** *********** ***** ( WEST CHESTER, OHIO 45069

Phone 513-***-**** ? Cell 513-***-**** ? abm6b3@r.postjobfree.com

Plant Manager/Director of Operations

Highly accomplished, performance-driven Lean executive with notable success

in delivering impressive results in operations with 15-20% increase in

annual productivity improvements. Strengths in employee development,

generate, implement and manage products and financial reports enabling the

company to meet its projected growth plans including KPI and EBITDA

targets. Operations and manufacturing management experience including

metal stamping, injection molding, electro-mechanical and precision

manufacturing including assemblies in fast-paced changing business

environments.

CORE COMPETENCIES

SIX SIGMA BLACK BELT P&L-to $150 Million High/Low/Mix Operation

Inventory Control

Communications Financial Acumen Strategic Planning

Tier 1&2 OEM Team Leadership Engineering Management

Sales & Marketing Hands-on/Motivator

Business Development Plastics & Metals Supply Chain Mgt., MRP

Capacity Planning International

Customer Interface travel TPS/Lean Manufacturing

Robotics-Automation

Distribution

CNC & Machining Planning/Analysis

Multi-location

experience

Professional Experience

UNIVERSITY OF DAYTON, DAYTON, OH 2009 TO

PRESENT

Center for Competitive Change executing public development/learning

programs.

Contract Consultant Six Sigma Black Belt Projects

Reporting directly to Associate Director,

Key Achievements:

. Medical Life Sciences, increase capacity 40%, reduced scrap rates 35%,

reorganize batch sizes for inventory control and expirations dates for

enzyme electrode technology.

. Management development, improved and created efficient/effective

network flow (standard work) for delivering public programs.

Sumitomo Electric Wiring Systems, Lebanon, OH

2005 to 2009

Injection molding and metal stamping components and assembly of fuse box

controls as a Tier 1 supplier in the automotive industry.

PLANT MANAGER

Reporting directly to Senior Vice-President, full P&L of $150+ million,

executed a $60+ million turnaround, improving the business from $52 million

a year to $110 million while reversing $1 million of accumulated losses and

driving earnings of $3+ million in 2006.

Key Achievements:

. Six Sigma Black Belt, TPS (Toyota Production System), improving a

quality system that were key to slashing scrap rates from .34% to

.002%, late deliveries from 10% to zero while driving NORITSU (human

capital) productivity from 85% to 124% and machine utilization from

65% to 93%.

. Increased plant capacity enabled elimination of $400k of outsourcing

were contributed from continuous improvement programs through Six

Sigma, lean manufacturing, value stream mapping, and inventory control

using SAP/ERP, and AS400/BPICS for production planning, scheduling and

purchasing.

. Created manufacturing and tooling standards for production of

injection molding and metal stamping including program management for

launch of products with multiple lines and future programs involving

vendors and supply chain management.

Jerry J. Rohr ( Page 2

Sierra Motor Corporation, Elkhart, IN

2003 to 2005

A manufacturer of specialty trucks and modified cargo vans including

interior conversions of cargo and 5th wheel trailers involving 5

manufacturing plants of heavy metal fabrication and welding, electronics,

hydraulics, wood products, painting, assembly, warehousing and

distribution.

GENERAL MANGER

Reporting directly to the Owner/President, P&L of $32+ million, sales and

marketing, assisted in mergers and acquisitions, executed a $20+ million

turnaround, taking the business from 2 plants, $7 million in sales and

$700k in earnings to 5 plants, $32+ million in sales and $10.5 million in

earnings...drove production from 400 units a year to 2600 plus gaining

additional 20% of the market share including DOT regulation and compliance

requirements.

Key Achievements:

. Accelerated production delivery times from 6 weeks to 2, reduced

scrap 40% and raw material inventory 20% while leading a rapid build-

up of operations.

. Developed quality and customer service programs, lean manufacturing

and production value stream mapping of raw materials to finished

goods, which was key to integrating the sales-to-assembly operations

cycle.

. Reduced warranty/customer service claims 80% by improving quality

control programs with B to C (business to consumer) relations.

. Slashed manufacturing time 45% through inventory control and writing

procedural manuals for lean manufacturing principles and kaizen

events.

Rantoul Products, Rantoul, IL

1998 to 2003

A three-plant, $360 million, Tier 1 automotive injection and compression

molding, painting, and robotics of high/low-volume production with CAD/CAM

systems involving in-house CNC machining including assembly and testing of

vehicle instrument panels.

ENGINEERING/TOOLING MANAGER

Led a $32 million turnaround, generating $25 million of new revenue and

doubling profits from 2% to 4% while slashing overtime from $1.2 million to

$300k across three plants. Managed product launches, purchasing of

tooling, rapid prototyping, and capital equipment in the US and abroad.

Key Achievements:

. Positioned the company to create $25 million of new outsourcing

revenue by driving efficiency from 78% to 93 tooling/machine

maintenance from $6.5 million to $1.85 million... scrap from 6% to

.05 late deliveries to zero.

. Saved $2.4 Million by eliminating crushed tools with Class A

surfaces after installing a vision system.

. Saved additional $1.8 Million by initiating and managing a project

to simplify tooling design and utilizing decoupled molding

techniques.

. Managed new product launches involving APQP, PPAP and DFMEA.

Maintaining standards for ISO 9000, TS 16949 using programs of Six

Sigma and lean manufacturing including 5S, SMED, TQM, Kaizen, and

Kanban in JIT environment.

. Reduced lead-time and tooling cost 50% by developing preventative

maintenance program with database to analyze tool history,

standardization, machinery performance and costs (TPM).

Duracell, USA, Lancaster, SC

1987 to 1998

Manufacture and assembled alkaline batteries including injection molding

and metal stampings of high volume production.

TOOLING ENGINEER

Managed projects related to injection molding with decoupled molding

techniques, metal stamping, machining, packaging, processes and product

development including capital projects. In 18 weeks, positioned the

business to slash $24+ million in manufacturing costs, taking injection

molding and metal stamping operations from outsourcing to in-house while

increasing productivity 35%.

Jerry J. Rohr ( Page 3

Education and Credentials

BACHELOR OF SCIENCE, BUSINESS ADMINISTRATION, MAJOR IN OPERATIONS AND

MANAGEMENT

Pfeiffer University, Charlotte, NC

Associate of Science, Mechanical Engineering

Central Piedmont Community College, Charlotte, NC

Certified Six Sigma Black Belt

University of Dayton, Dayton, OH

DuPont STOP Training

Journeyman Tool & Die Maker

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