ROBERT L. STAHL

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

LaGrange, Kentucky 40031

C 859-***-****

ac2mqn@r.postjobfree.com

SUMMARY

An analytical and highly accomplished operations management professional with expertise in continuous improvement, 5S methodology, Six Sigma, Lean Manufacturing, value stream mapping, operational budget development/control, employee mentoring/development, ERP systems, customer relations, and strategic planning. Successfully leverage proven leadership abilities and strong business fundamentals. In doing so, increase both operational efficiency and quality, while reducing costs. A dynamic producer with a successful record of driving process improvements in all areas of business to result in increased company profits and customer satisfaction.

EXPERIENCE

SAZERAC COMPANY Louisville, Kentucky

Business Process Improvement Leader 2013-Sep, 2017

Led cross-functional process improvement projects to deliver significant operational and financial benefits. Identified areas/potential projects where process redesign/improvement can significantly impact efficiency, quality, and profitability using lean and continuous improvement methods in manufacturing and transactional processes. Developed and improve key department metrics, matching projects to the strategic priorities of the departmental partners.

Partnered with internal business process owners to educate and promote a culture of continuous improvement across the enterprise. Act as a change agent to instill total quality management and continuous process improvement culture throughout the organization. Provides coaching and mentoring to project teams in the use of business process improvement tools.

Ensure that teams define the business case in terms of measureable process performance outcomes that directly impact top-line, bottom-line, or Customer Satisfaction. Responsible for developing and rolling out process systems and tools to facilitate development of SOPs and work instructions across the company.

Worked with manufacturing, warehousing, customer service and other support functions to solve quality issues, improve and streamline production and process performance.

Worked with production line managers in developing operations performance boards which focused on production rates, changeover times, cause for missed targets, safety, top issues and line downtime

Established run rates, changeover, and quality targets using historical data and equipment design specs. Working with the team developed new target rates for each bottling line as improvements gains were made. Production line performance improved from 40% to 80% run capacity in 4 months.

These projects resulted in over $1,000,000 in savings per year in production cost

Working with the distribution center team built processes and procedures using the new WMS / ASRS systems in our newly constructed facility

Developed company-wide procedures and structure standardizing SOP and work instructions documentation standards with the focus on bottling facilities becoming ISO 9001 certified

Provided training and support developing and managing documentation with all departments and teams

As a co-project lead sourced and implemented 3rd party documentation management system (Intelex) to house company wide documentation.

Develop training material for lean management, problem solving, and process improvement using basic 6 Sigma practices for line personnel and other support functions. Provided live in-house training sessions to employees and mid-level management

Online LMS course content on lean practices, problem solving, continuous improvement and documentation for employee self development

Developed and release company-wide monthly newsletter on documentation and continuous improvement best practices.

MOTOROLA SOLUTIONS, PSION Hebron, Kentucky

Manager, America’s Depot 2008-2013

Held responsibility for repair depot operations, including logistics, materials management, forecasting and planning, revenue, business metrics, and operational budget. Used Lean and Six Sigma concepts to increase depot operational performance, drive business profits and on-time deliveries, and improve overall customer satisfaction. Managed and directed repair depots in U.S., Canada, and Argentina. Led workforce of over 50. Posted on-time delivery reports by day and hour for all to see, holding department accountable for all metrics. Designed workload-planning process to review in-house work by product and expected ship date.

Reviewed volume of repairs by product, retrained techs, and moved techs to different products based on volume. Acquired and integrated Argentina depot into business; working with country manager in Argentina and director of service, opened new service center in Buenos Aires. Worked with Argentina depot manager to create processes to document work performed on equipment; track volumes, cost, and revenue; and set up stock room of inventory including parts, lists, and quantities. Developed training materials and processes to train technical staff on how to repair Psion Teklogix equipment.

Came in under budget each year during five years as manager of depot.

Held responsibility for hiring, mentoring, and growth of global teams, focused on performance and succession plans.

Delivered revenues exceeding $5,000,000 in billable repair revenue, with contract sales department achieving over $21,000,000 in revenue for contract sales.

Reduced labor cost per year by $1,030,000 using Lean and Six Sigma concepts, working with depot team to improve departmental efficiencies.

Changed repair processes; using best practices from senior technicians, developed standard repair work instructions by device.

Implemented cell repair structure using work instruction developed by team; increased repair productivity by 42%, reduced head count by 32% while maintaining similar volume of repairs as prior years, decreased overtime by 89% over prior years, and reduced floor space used by 30%.

Lowered material cost used in repairs by 31% through board rework, standard work instructions, and better training. Increased contracted warranty repair profit margins over 48% and billable profit margins 65%.

Reduced service inventory values by $1,550,000 on service inventory of $4,000,000 through tighter controls of last time buys, better planning, and more just-in-time deliveries.

Improved quality in repairs by reviewing repairs returned within 30 days through root cause analysis, identifying key issues and then determining whether they were caused by workmanship, materials issue, or other problem. Team reduced 30 day repeat repairs by 40%.

Increased turnaround success from 89% to 98% through process changes in repair process.

Developed authorized service center training program and created service repair manuals for partners and value-added resellers in South America and Pacific.

Integrated repairs completed in Toronto repair facility into Hebron facility, resulting in more than $453,000 per-year savings.

Achieved ISO 9001 and 14001 certification.

Business Opportunities Manager 2004-2008

Led cross-functional Six Sigma process improvement initiatives, streamlining existing processes. Developed Lean processes for new service offerings. Developed and managed yearly $15,000,000 operational service budget for multiple departments. Gained experience with ERP business systems and ability to query and access associated oracle tables for analytical purposes. Redesigned system processes and tools, creating new applications to reduce complexity and automatic data capture for site surveys. Developed links between business software and carrier software to eliminate manual labor and data entry. Implemented policy and procedural changes to enforce rules and trained personnel on priorities.

Improved Canadian Depot efficiency and on-time deliveries of repairs, resulting in 38% increase in productivity, 27% increase in on-time delivery success, and total cost savings of $84,000.

Decreased order cycle time on network installations and upgrades by 66%, reducing delivery and installation time from 56 days to 37 days on average. Delivered labor and freight cost savings of 304,000 and reduced receivables outstanding balance.

Used Six Sigma concepts to identify processes and areas creating resource drain; changed procedures or developed new processes to reduce workload, resulting in increase in productivity, reduction of labor hours per day by 10.55, and cost savings of $157,000 per year.

Materials Manager 1998-2004

Spearheaded management of materials and logistics department with $10,000,000 finished goods and service inventories. Held responsibility for forecasting, planning, and ordering of materials and finish goods using MRP systems. Oversaw logistics operations, including international freight, small package carrier, and LTL. Led yearly negotiations with carriers for rates and services. Implemented and championed for BAAN ERP system.

Improved inventory turns and reduced inventory valuation by implementing MPS/MRP systems, establishing safety stock levels and economic order quantities.

Scheduled monthly and quarterly review of moving inventory to adjust volume and order points.

Increased warehouse efficiencies through redesign of warehouse layout using industry standard location system.

Reduced inventory loss and increased order accuracy by implementing barcode scanning system to pick orders for depot repairs and sales orders.

Implemented a daily inventory cycle counting to eliminate costly yearly physical inventories.

Developed improved processes to forecast and plan inventory.

Boosted productivity in shipping and receiving by automating shipping systems and establishing connection with carrier database; reduced labor hours per day by six hours, for cost savings of $90,000.

Simplified, reduced labor cost, and reduced warehouse space usage by moving from die cut foam packaging inserts to foam-in-place packaging system with initial cost of $12,000 and actual ROI of $24,000 in first year between labor and packaging expenses.

ADDITIONAL EXPERIENCE

Help Desk Manager, 1997-1998. Oversaw Psion Teklogix help desk support group. Managed performance of Tier 1 and Tier 2 technical 24/7 support team of 15. Provided technical support services to internal/external clients for wireless warehouse device. Ensured achievement of customer service performance levels. Held responsibility for ensuring meeting and exceeding of expectations by staff with regards to performance goals and budgets. Defined metrics/benchmarks and ensured following of standards and processes.

Field Service Supervisor, 1996-1997. Managed eight field technicians supporting wireless data networks across U.S. Provided project management for major accounts to design and implement new wireless networks and products. Worked extensively with engineering to design new products and solve software/hardware issues, providing field experiences and knowledge to the programs. Regional Field Engineer, 1995-1996. Held responsibility for installations, upgrades, and maintenance of wireless networks for Psion Teklogix customers across U.S. Specialized in integrating wireless inventory control networks with sites’ existing network/business software.

EDUCATION

DEVRY UNIVERSITY, Columbus, Ohio

Degree in Electronics, 1983

CERTIFICATIONS

Lean Manufacturing, Breakthrough Management Group, 2008

Six Sigma Black Belt, Breakthrough Management Group, 2006

Six Sigma Green Belt, Breakthrough Management Group, 2005

PROFESSIONAL DEVELOPMENT

Leadership, American Management Association, 2010

Project Management, American Management Association, 2004

Inventory Management, American Management Association, 2002

Human Resources and the Law, American Management Association, 1998

Inventory Management for Service Parts, University of Wisconsin-Madison, 1998

Leadership Development Training, University of Cincinnati, 1998

Supervisory Management Training, University of Cincinnati, 1997

COMPUTER SKILLS

Microsoft Excel, Word, Access, PowerPoint, Project, Visio; Minitab; ERP

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