Manager Plant

Cam Rowley

*** **** ***** ( DALTON, OH ***** ( 330-***-**** ( 330-***-**** (

***********@*****.***

Aliance Technical Solutions

Dear HR Manager,

I am applying for a Plant Manager/Operations you have posted in Indeed.com.

You will find that I do possess the necessary qualifications for this job

in both education and job experience to perform this function.

As an Engineer and Plant Manager with significant history leading start-up,

turnaround, and expanded operations to excellent revenue performance, my

skill set and leadership style may prove highly valuable to your

organization.

Currently, I am the Plant Manager at Republic Engineered Products -

Massillon Cold Finish Division with total P&L responsibilities. My primary

responsibility here is to be the culture change agent. Our work force is

seasoned with years of experience and if forces me to use all of my tools

to affect the change that has been accomplished in the past year. Our

lead times are compressed, costs reduced, productivity up, new ways of

doing things are being explored and implemented quickly, all with

maintaining a partnership relationship with the USWA.

Previously, I worked for Corporate Plant Engineering, responsible for all

the capital projects at the Republic Engineered Products Lorain Ohio

Steelmaking facility. My talents are employed across a broad spectrum of

people that include operators, shift supervisors, department managers,

plant managers, executives and contractors, in order to complete the

projects on time and on budget. I was responsible for the setup and

execution of $10 million dollars worth of projects at the Lorain

steelmaking facility, which included an 8 million dollar blast furnace

rebuild and startup.

Previously, I was the Plant Manager/Engineering Manager with Cast Nylons

in Willoughby, OH, where I directed engineering, quality, manufacturing,

and shipping as a key member of the Executive Management Team to

strategically guide sales, manufacturing, P&L, new product technology, and

organizational development. My work has been integral in establishing

metrics for key variables across orders, sales, expenses and quality,

leading process engineering initiatives, and driving a series of process

flow improvements. All of these initiatives directly contributed to a

nearly $4 million sales increase in two years.

I have defined myself as a change agent, continually identifying

opportunities for improvement. I strongly believe in empowering employees

to apply new techniques, and even to question their own long-held

paradigms, in order to effect improvements. With this approach I changed

the mindset and culture of Cast Nylons. I have found repeated success

challenging employees, providing the tools they need, and instilling trust

that they will perform.

Previously, I was Manager of Plant Engineering & Maintenance, Safety &

Environmental, Contours Ltd., in Orrville, OH. In that capacity I directed

new equipment installation, equipment optimization, work center design,

preventative maintenance, waste water treatment facility, environmental and

safety programs for four facilities. Here again I maintained a sharp,

consistent focus on innovative solutions to advance the manufacturing and

engineering processes.

What you'll find in me is a highly effective team player mentality; that is

essential to being a dynamic team leader who can manage a team to success.

I have the finesse to motivate ordinary people to do extraordinary things,

and I am certain I would thrive in a company with that culture.

Having this experience and these qualifications, I guarantee to provide you

exceptional results. I appreciate your time in reviewing my resume and I

look forward to speaking with you in the near future.

Sincerely,

Cam Rowley

Cam Rowley

399 LAKE DRIVE ( DALTON, OH 44618 ( 330-***-**** ( 330-***-**** (

***********@*****.***

Management Profile

HIGHLY ACCOMPLISHED MECHANICAL AND PROJECT ENGINEERING MANAGER OFFERING

PROVEN PERFORMANCE LEADING ORGANIZATIONS THROUGH STAGES OF START-UP,

TURNAROUND, AND MULTI-MILLION DOLLAR GROWTH. SENIOR LEVEL STRATEGIST WELL

VERSED IN ALL OPERATIONAL ASPECTS. CHANGE AGENT, WITH EXTRAORDINARY TALENT

FOR INNOVATIVE, FORWARD-THINKING, FORMULATING TECHNIQUES THAT DRIVE

PRODUCTION, SHIPPING, CUSTOMER ORDERS, AND REVENUE. PARTICIPATIVE AND

COLLABORATIVE MANAGERIAL APPROACH, FOUNDED ON CULTIVATING AN ATMOSPHERE IN

WHICH EMPLOYEES ARE INTEGRALLY INVOLVED IN THINKING CREATIVELY TO

POSITIVELY EFFECT CHANGE, IMPROVEMENT, AND PERFORMANCE. EXPERTISE:

. Strategy & Execution

. Operations Management

. Plant Engineering

. Project Engineering

. Process Re-engineering

. Technological Innovation

. Performance Improvement

. Team Building & Leadership

. People Development

. TQM, SPC, Lean Mfg. Kaisen, JIT, Six Sigma

Academics

MASTER OF BUSINESS ADMINISTRATION, EXECUTIVE MANAGEMENT, ASHLAND

UNIVERSITY, ASHLAND, OH 2000

Bachelor of Mechanical Engineering, University of Toledo, Toledo, OH

1984

Associates of Civil Engineering, University of Toledo, Toledo, Ohio

1982

Chronology

Plant Manager, Republic Engineered Products, Massillon, OH

Nov 2007 to Present

Responsible for P&L in the Massillon Cold Finish Plant, 120 million in

sales, 175 salary and hourly combined.

Key Contributions:

. Turned this plant into a positive profit center through the downturn and

made money at half of the normal throughput.

. Leading culture change for the Republic Organization by modeling the new

paradigm at Massillon Cold Finish by utilizing the 6 sigma black belts

and lean management techniques.

. Cut out over 1.2 million dollars of expense out of the operating the

first 1-1/2 years, making us more competitive in the cold finish market.

. Turned around the overall plant safety by enforcing boundaries and

making old procedures current.

. Reduced Man Hours per ton from 3.88 to 3 in 2009 and shooting for 2.4 in

2010.

Corporate Capital Project Engineer, Republic Engineered Products, Canton,

OH Feb 2007 to Nov 2007

Responsible for the engineering evaluation, definition of the scope of

work, project justification with return on investment, and project

execution of all capital projects at the Lorain, Ohio primary steelmaking

facility, totaling over $25 million in 2007.

Key Contributions:

. Executed a $1.5 million dollar overhaul of the No. 2 High Pressure

Turbine Generator. Rebuild both the steam turbine and the 18 MW

generator which produces $300,000 per month of electricity for the

Lorain Facility. This turbine generator was started up on time and

under budget.

. Successfully organized and executed the $8.5 million dollar rebuild of

the #4 Blast furnace and the ancillary equipment in a 14 day plant

outage. Preformed more work during the outage than the original scope

by using the talent of the contractors and the Republic Personnel to

pull off a very successful and safe outage. Brought the plant back up

on line on time and on budget.

Plant Manager/Engineering Manager, Cast Nylons, Ltd., Willoughby, OH

2004 to 2006

Senior Management Team member that reports to a Board of Directors, guiding

sales, manufacturing, P&L, new product technology, and organizational

development. Hold principal responsibility for plant management, process

engineering, plant engineering, technical new product design, and customer

relationship management. Continually endeavor to identify opportunities

for improvement in production sequence, manufacturing engineering

inefficiencies, operating cost control, and design optimization. Drove a

strategy shift from price-focused selling to an inventory-based model,

carving a niche and building a reputation for the ability to stock items

and send them to customers the next business day. Maintain accountability

for generating revenue to meet and exceed objectives, effectively execute

budget and profitability plans, accurately forecast revenue, and lead

organizational growth.

Key Contributions:

. Instituted clear metrics for key variables, to effectively track orders,

sales, expenses, and quality. Then incorporated a new level of

accountability within the employee base, and delegated significant

decision-making authority to them, constituting a dramatic corporate

culture change. These initiatives critically factored in a nearly $3

million sales increase over the last two years and have doubled net

operating profit in the last 6 months.

. Drove a series of process flow improvements, decreasing labor while

increasing throughput, updating controls across five work centers,

reducing the maintenance team from four employees to three high-

performance workers, and increasing plant lighting, all of which

factored into an equipment uptime increase from 90% to 98%. Set

standard operating practice for nylon reaction times that eliminated the

variability from shift to shift driving scrap rates down to record

levels.

. Reformulated the staffing strategy, by evaluating orders and shipments,

and identifying a historical slowdown every fourth quarter, with a sharp

demand increase the subsequent first quarter. Whereas previously major

layoffs would occur in fourth quarter, cross-trained the skilled labor

staff to perform effectively across all the work centers, thereby

achieving an order and shipment record in 4th Q '05 that has carried

forward to another record first and second quarter of 2006.

. Developed a multi-cavity spin mold for voltage blocks that increased the

$25 bottom-line per-piece profit by $10 additional dollars, through

manufacturing four parts simultaneously. Leveraged this breakthrough

process to other parts, and formulated criteria for utilizing this

approach.

. Introduced induction technology to cast nylons, and applied it to

bonding nylon onto metal cores, dramatically reducing production time

from one week to one day, and scrap from 40% to absolute zero. Recouped

the $100K project costs in just the initial year.

Manager, Plant Engineering, Maintenance, Safety & Environmental, Contours,

Ltd., Orrville, OH 1995 to 2004

Direct new equipment installation, equipment optimization, work center

design, preventative maintenance, and safety programs for three non-union

facilities in OH, plus a union facility in MI. Developed innovative

solutions to complex engineering and manufacturing challenges,

through identification and implementation of advanced processes, and by

applying knowledge of product design, fabrication, assembly, tooling and

materials expertise.

Key Contributions:

. Launched a comprehensive preventative maintenance program, to reduce the

$3.2 million budget across to plants to $2.2 million. Installed

maintenance tracking to identify trends, and incorporated incentives in

the plan to achieve 100% maintenance data collection.

. Directed a project for a $5.2 million, multi-phase, 111,000 sq. ft.

building expansion. Utilized an architectural / engineering firm to

manage the design and build, with the architect overseeing the

construction team, providing weekly reports, and presenting all changes

for approval. Closed this project under budget and ahead of schedule.

. Installed and commissioned the world's first flat wire induction

hardening and tempering line with accumulation, a $3.5 million project

that included a 40,000 sq. ft. building addition. This high-speed

induction process utilized electricity and water, instead of hazardous

oil baths and molten lead, and operated at three times the rate of

efficiency.

. Designed and built a $1.5 million, seven-stand tandem flat wire cold

mill, producing the stands in-house, and machining them at a commercial

water well drilling facility off-peak, to minimize expense. Launched

this mill on schedule and under budget.

General Manager, Plant, Advanced Bar Technology, Canton, OH

1993 to 1995

Held P&L responsibility for this automotive components manufacturing

facility, and provided the full scope of operations management and

leadership: driving new business, conducting technical sales, establishing

competitive pricing, scheduling operations, and directing work teams.

Instituted formal quality and process flow procedures that proved integral

in elevating this operation to profitability for the first time in

organizational history. Retooled operating equipment to original

specifications, reconfigured plant layout to optimize product flow, and

delegated authority to the employees to identify and initiate process

improvements. Additionally, launched a Total Quality Management program,

enabling self-directed teams to design their mission statement and

establish production goals and measures on a daily basis.

Manager, Engineering Appropriations, American Steel & Wire Corp.,

Cleveland, OH 1991 to 1993

Directed the $5.4 million capital appropriations process for four operating

divisions, which primarily encompassed establishing strategic project

priorities for each division, evaluating ROI criteria, and leading project

initiation, implementation, and completion. The key projects involved

capital equipment installations at the Cuyahoga facility, and a process

improvement initiative to upgrade primary water lines, thereby eliminating

emergency water outage events, recapturing $30K monthly. Also saved $15K

monthly through directing the safe shutdown and maintenance of 11,000-volt

switchgear and removing five substation transformers. Involved employees

at the project engineering stage and transferred ownership of projects to

functional areas.

Rod Mill Manager, American Steel & Wire Corp., Cleveland, OH

1988 to 1991

Directed the start-up and operation of a $2.5 million rod mill, immediately

subsequent to two major upgrades. Established parameters for SQP

objectives, defined operational planning criteria, and produced rods at

half-tolerance. Applied Ford's 8-D problem solving process with work teams

to effect solutions to achieve quality improvements. Developed and

implemented the MRP plan for all mill consumables, and held floor employees

responsible for consumables. Also provided comprehensive employee training

on the Total Quality System, utilizing it as a living document.

Supervisor/Metallurgist, Bar Mill, North Star Steel Co., Monroe, MI

1986 to 1988

Managed an 11-member crew in all aspects of rolling mill for SBQ quality

bar stock, rebar, and structural angles. Emphasized proactive procedures

and mill efficiency, elevating the fourth shift as the leading producer of

bar products in the mill. Developed all the cold rolling practices for

1090 stabilizer bar project, eliminated duplex grain structure failures at

Ford Motor Company.

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