ROBERT C. LOCKER

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

Fenton, Michigan 48430

Residence: 810-***-****

Mobile: 810-***-****

PROFESSIONAL EXPERIENCE

JR Automation Technologies Inc. Aug. 2015 – Present Business Unit Manager, South Carolina

Responsible for the profit and loss of JR Automation’s South Carolina Facility. JR Automation is a worldwide supplier of robot intensive custom automation solutions and equipment. During this time the business unit sales have increased from $6M to $19.5M. Contribution profit has increased by over 10% to 22%. This was done through initiatives to improve project management and execution procedures. In addition to changing the market focus on higher technology solutions and improved process solutions. Both have aided in diversifying the customer base to include a larger percentage of non-automotive based clients.

T. A. Systems, Inc Dec. 2014 –Jul. 2015

President and CEO

Responsible for profit and loss and overall leadership of T. A. Systems (TAS) business. TAS is a provider of assembly and welding equipment to the plastics industry with a emphasis on automotive applications. During the short period at TAS, the company was able to ship its largest amount of business in its history. In addition, the company was starting to expand its markets to non-automotive applications and a broader range of automation to its existing customer base. The projected EBITDA for 2015 was over 22%. FANUC America Corporation 2001-2014

General Manager, ROBODRILL and Automation Systems Group Responsible for the profit and loss operations and leadership of Fanuc’s ROBODRILL and Automation Systems Group. The Group’s charter is to be a highly profitable business by providing factory and warehouse automation utilizing Fanuc’s products and technology. In 2012 the group was expanded to take on the ROBODRILL product line (family of vertical milling machines) for distribution sales, product technical support, and integration into the automation systems business. ASG has realized an average 10% per annum revenue growth while returning to profitability from a –3% to 17% contribution profit. Key initiatives to achieve these results included:

• Integration of ROBDRILL product line to FANUC America:

• Setup product group to define product changes and technical support for North American Market

• Developed training program for engineering staff for entry into machine tool business

• Organized marketing and sales approach to existing robot systems customers to jump start the new business unit.

• Setup ROBODRILL engineering department; this evolved to define ancillary equipment standards and additional component sales along with full machining and automation systems support.

• Integrated existing robot automation modules to for ROBODRILL machine tending.

• Worked with distribution partners to define ROBODRILL product improvements and additional features

• Worked with sales and distribution partners to define pricing strategy for direct sales, systems sales and distribution

• Implementation of key Fanuc technologies in factory systems such as:

• Leader in the use of Robot guided vision

• 3D robot guided vision

• Development of mixed unit load palletizing for warehouse applications

• Extensive robot simulation and CAD to path system implementation

• Development of robot and rail machine load/unload programs successfully displacing overhead gantries at GM and Chrysler for large engine programs

• Restructured group into business units for market and process focus to develop key systems components for targeted markets. These included:

• Integrated regulated robotic dispense system

• Aux axis ladler and die spray systems for die cast industry

• Foundry applications including sand core assembly based on CAD data and vision location

• End of Arm tool database to leverage past experience by industry

• Lead development of systems quotation database thus increasing quotation productivity and accuracy.

• Updated, streamlined and improved quality systems to meet all QS and TE-9000 objectives.

• Revised manpower planning system for improved resource allocation

• Developing random bin picking applications

• Work closely with product development and marketing to provide feedback for new products and product features. (eg. Group defined functional specification for robot simulation software to be used internally and sold as a product) Progressive Tool & Industries Company, Southfield, Michigan 1998 - 2001 Program Manager Chrysler Business Unit

Responsible for leading program teams for multiple manufacturing systems projects from conception and quotation through installation and warranty. This responsibility entails:

• Primary customer contact with responsibility for all contract management.

• Direct leadership of all engineering disciplines; project management, mechanical design, controls and build resources.

• Coordination of all Advanced Quality Planning activities per ISO 9001 certified system.

• Leadership and career development of Project Managers

• Financial performance of overall program.

• Last program managed, was comprised of a series of sub assembly tooling systems for body panels and support structures for DaimlerChrysler’s RS 2001 Minivan and KJ sport utility vehicle and Ram pickup truck (approximate budget of $72 million). Tower Automotive (previously A. O. Smith APC), Milwaukee, Wisconsin 1994 - 1998 Program Manager /Manufacturing Manager Dakota Frame Assembly Plant (Plymouth, Mi.) Responsible for the leadership and management of the 97 Dodge Dakota and SUV(Durango) frame platform program from the initial design phases through product launch and manufacturing ramp up in a new plant.

• Managed program budget of $64 million.

• Launched new product line and a new plant on time and on budget.

• Focal point for customer relations for engineering, supplier quality, purchasing and platform procurement.

• First process for AO Smith to produce multiple models with zero change over time.

• Frame performance considered best in class.

• Manufacturing process considered best in company for quality and productivity.

• Setup manufacturing operations for new plant with over 175 employees. Plant startup was on budget and on time to meet aggressive customer ramp up.

• Lead manufacturing effort of new facility to be QS-9000 certified. Parker Hannifin, Forest, Ohio

Operations Manager/Production Team Leader, United Aircraft Products 1993-1994 Responsible for manufacturing, process engineering, materials management, facilities management and statistical process control functions of a $13mm manufacturing plant.

• Supervised over 100 employees.

• Restructured operations into focused factories/teams to reduce overhead by 30%.

• Lead product process reviews (value engineering) to reduce cycle times over 25%.

• Reorganized customer overhaul processes, reducing turn around times to under 30 days.

• Initiated joint management/union steering committee to oversee TQM activities.

• Conducted out source studies and financial analysis to decide make/buy strategies

• Spearheaded plant’s first manufacturing cell to reduce part family cost by 20% and cycle time by over 50%.

RB&W CORPORATION, Mentor, Ohio 1991-1993

Director of Manufacturing Services, Metal Forming Division Responsible for leading division level engineering group to improve manufacturing operations through TQM, factory automation, plant rationalization, strategic planning and training/education for five plants.

• Organized TQM and employee involvement initiatives for plant with over 220 people

• Implemented stop gap production control procedures reducing premium freight by over

$400,000 annually.

• Lead the planning effort for realigning nut and cold extrusion plants to meet long term strategic and ROA goals.

• Conducted cost system analysis to establish product pricing guidelines.

• Facilitated tool room teams to standardize tool rework, saving over $200,000 annually ERNST & YOUNG, Cleveland, Ohio 1988-1991

Manufacturing Consulting Manager

Responsible for business development, project management of services focused on competitiveness improvement from the business enterprise level to the shop floor.

• Assisted automotive supplier with Q1, Targets for Excellence and ISO 9000 quality system audits

• Lead development of functional specifications for materials management, enabling a multi- site steel producer to operate as a single business unit.

• Conducted training programs on simultaneous/integrated engineering.

• Developed maintenance and tool management specifications for an automotive stamping supplier.

• Developed integrated engineering plan for automotive valve supplier reducing quote time from 60 days to 3 days.

ALLEN-BRADLEY COMPANY, Highland Heights, Ohio 1984-1988 Project Engineer, Industrial Automation Division

Responsible for leading project teams for the quote, specification, design, development, implementation and start-up of factory automation and information systems.

• Lead cell monitoring and PLC controls project for automated welding line.

• Conducted automation study for sheet molding compound automotive supplier to integrate SPC implementation and process control.

• Developed cell computer/communications architecture for high volume compressor manufacturer.

ADVANCED BIO-SYSTEMS, Cleveland, Ohio 1982-1984

Project Manager

Responsible for the development and introduction to manufacture of microprocessor based miniature drug

(insulin) infusion pump. Lead the software development and coordinated the mechanical design functions to produce the first group of working prototypes for clinical testing. CLEVELAND CLINIC FOUNDATION, Cleveland, Ohio 1981-1982 Research Engineer, Artificial Organs Department

Responsible for the development of control algorithms and related control systems for artificial hearts and heart assist pumps for both experimental and clinical use. EDUCATION

M. S. Systems and Biomedical Engineering, Case Western Reserve University B. S. Electrical and Biomedical Engineering, Case Western Reserve University SELECTED PROFESSIONAL DEVELOPMENT

Orchestrating Team Performance Leadership Development Statistical Process Control Finance for managers Design for Manufacture Just-in-Time Practices Strategic Planning Labor Management Quality Function Deployment

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