Product Development Engineering

ROBERT BRUCKMAN; MBA, BSME

PROFESSIONAL SUMMARY

ENGINEERING / OPERATIONS / QUALITY LEADER: Strategic team builder, analytical results oriented, energy driven engineering executive with diverse global broad base experience possessing high integrity standards. Ability to set priorities that meet and exceed business plan objectives. Clear communicator with an urgency focus on cost reductions, while prioritizing P & L performance. Plant Operations, Product Engineering, Manufacturing Processes, Standard Work Optimization, Quality System Development, LEAN, Continuous Improvement & Business Transitions.

CORE COMPETENCIES

Program Management & Delivery to OEM, Tier 1-4

Expert Analytical Problem Solver; DOE, Taguchi, 5 Why

Final assembly, sub-assembly & component manufacturing

Operating / Capital budgeting

LEAN Manufacturing; Strategic Productivity Improvements

VAVE Based cost reductions

Shareholder Value creation; ROI

KPI operational Metrics; EHS

Multi-site Responsibility

APQP; New Product Development Launch

Business Process Streamlining; VSM

Negotiation skills; capital purchases/projects, MRO

CAE tools; DFM, DFA, VSA,

Supply Chain Optimization

Private Equity Transitions

International experience; Europe, Mexico, Asia

MS Office Suite, MS Project

Tactical & Strategic planning

6 Sigma Green Belt

Manufacturing Process Development; strong use of statistical process analysis

Cross Functional Team Builder

R&D, Product Design & Realization

PROFESSIONAL EXPERIENCE

Global Titanium, Detroit, Michigan 05/2015 – Present

VICE PRESIDENT ENGINEERING / QUALITY

A company focused only on Titanium; producing powder, MIM & Cast parts, FeTi – a steel making additive, solids and process recycler generating over $50M revenue with over 180 employees.

Direct report advising CEO.

Responsible for developing and executing operating and capital budgets.

Senior leadership responsibility (VP, Director, 7 direct reports) within a multiple product/process organization.

Develop new business start-up; improving core business operations; increasing equipment uptime & productivity.

Create quality vision for part production including SPC control and overall quality objectives.

Established process control philosophy to streamline operations improving efficiency, cost reductions using LEAN, Kaizen and CMMS.

Key Accomplishments:

Lead facility opening including property development, new standardized work instructions, quality operating system and processes for business start-up.

Process development of Titanium powder to enter into new markets for powder metal applications. (aerospace, additive manufacturing (3D printing), medical implants and devices)

Installed new capital process equipment; sintering furnace, investment casting process, powder production.

Enhanced procedures & installed capital equipment to reduce risk of fire, explosion of Titanium dust; improved operator safety and overall EHS performance.

Implemented KPI improvements on existing process lines to reduce operating costs by 30%.

Obtained certification (EPA / GLWA) of $5M capital project water treatment process and reduced annual operating costs, chemical usage, by 30% in first year of certification.

Established PM program based on production usage, reducing unplanned downtime by 25%.

Restructured Maintenance Department Management.

Implemented CMMS process, tracking maintenance labor and pareto analysis on equipment downtime.

Minimax / Viking, Hastings, Michigan 06/2011 – 05/2015

DIRECTOR OF MANUFACTURING ENGINEERING / OPERATIONS

An international company producing safety critical fire suppression equipment for buildings, revenue exceeding $1B with over 7000 employees worldwide.

Lead change in engineering / operations; implementing new systems, procedures, policies driving LEAN culture.

Mutli-plant global Manufacturing Engineering responsibility, Germany, Italy.

Quality control of supply chain components, China / offshore, and internal quality, manufacturing process.

Monitor daily plant KPI metrics for operational excellence, warranty, internal & external quality concerns.

Manufacturing process development including modernizing plant equipment and processes, production flow and implementing metrics driven culture utilizing OEE and SPC.

Launch process for new product realization from conception to final assembly process, product development review, cost reduction project status and daily production & facility issues.

Key Accomplishments:

Established capital equipment specification purchase process and pilot production acceptance.

Installed capital projects; robotic final assembly automating sprinkler assembly process improving cost & quality.

Implemented numerous semi-automated final assembly work cells resulting in 30-40% productivity gains.

Reduced quality claims related to valve production; improved wet paint application, improved epoxy sealing process for valve seats reducing in-process rework and warranty claims.

Achieved complex automation/robotic product assembly capital projects which improved finished product quality, reducing warranty costs and reduced labor 15- 20%.

Installed and commissioned 5 automated robotic welders for sprinkler pipe fabrication throughout the 9 national based fabrication shops. Installed pipe processing equipment.

Manufacturing process enhancements that allowed for a 20% improvement of gross profit in 2 years.

Knoll Corporation, Grand Rapids, Michigan 01/2008 -06/2011

Director Engineering / Operations

High end office furniture supplier, revenue exceeding $1B, with over 3000 employees.

Plant responsibility for facility operations, product development, project management, quality assurance, materials / supply chain, manufacturing engineering and maintenance departments.

Daily metrics for operational excellence, internal & external quality concerns, manufacturing, cost reductions.

Capital equipment specification, purchasing and pilot production acceptance.

Key Accomplishments:

Improved quality and productivity of 2 Powder Coat lines by implementing process controls.

Identified and resolved strategic operational issues improving productivity by 8% annually.

Restructured product development and process engineering departments reducing staffing levels by 50%.

Created $8M sustained annual savings by implementing product and process cost reductions.

Converted 50% of the plant floor into warehouse, saving $1M annually by eliminating leased warehouse space.

Metaldyne / MascoTech, Plymouth, Michigan 03/1994 – 01/2008

Senior Director Engineering IT / Business Transition 01/2003 – 01/2008 A Tier 1 automotive supplier, producing sub-assemblies for OEM production lines, revenue exceeding $1B with over 5000 employees.

Responsible for Three departments (3 Directors, 35 professionals) supporting entire corporation.

Overseeing Engineering PLM Systems, business infrastructure, data center operations.

Business transition services, acquisitions and divestitures of business units.

Manage the operating budget and capital expenditures as related to IT support of entire organization.

Customer service help desk, e-mail and other back office systems.

Engineering data, APQP program /product launch process

Key Accomplishments:

Outsourcing of infrastructure department saving $10M over 10 years.

Streamlined Customer service support reducing labor costs by 15%.

Led transition of divestiture of $100M business unit. Completed 50% ahead of schedule and under budget.

Metaldyne / MascoTech (continued)

Director of Engineering, FormTech Unit, Royal Oak 03/1994 – 01/2008

Product launch from prototype to production.

New Product Launches Manufacturing Engineering, Tool Design, Process Engineering, Maintenance, Tool Room.

Team member on creating joint operating agreements for supply of:

Precision Tool Makers ; Japan, Korea, Russia

Equipment Manufacturers; German, Suisse

Steel production; Russia

Process Development; UK, Germany

Customer interface for specification requirement definition.

Key Accomplishments:

Managed new product development & customer technical interface leading to 75% revenue growth in 4 years.

oFord, Chrysler, GM, Nissan, Toyota, FAG Bearings, Delphi Automotive, Visteon, NSK, Toyo Bearings,

Streamlined tool design process using CAE tools to reduce tool design lead time by 90%.

Launched Toyota final wheel hub assembly for Toyota Tundra pick up truck.

oIncluded final NDT, paint, wheel stud installation, final quality certification.

oAftermarket packaging of the wheel hub.

Developed weekly Kaizen / Continuous Improvement team activity improving plant efficiency by 15%.

MANAGER SEAT BELT HARDWARE ENGINEERING / PROGRAM MANAGER TRW Safety Systems

Launched F-series seat belt program in Reynosa, MX assembly plant.

Product development of non-airbag passive restraint system to meet FMVSS requirements.

Lead creation and launch of integrated child seat for 2nd row bench seat in Chrysler mini-van.

Developed the adjustable D ring product and launched in several vehicle applications.

MANAGER PRODUCT DEVELOPMENT MONROE Shocks, Struts & Ride Control Suspensions

Technical interface on joint development program with German based Robert Bosch Inc on shock/strut hardware valve development, testing and vehicle application.

Lead product development to support new product line; semi-active, automated adaptive & manual ride control.

Performed vehicle testing at Chrysler Proving Grounds and Arizona test track.

SENIOR PRODUCT TEST ENGINEER FEDERAL MOGUL CORPORATION Engine Bearings

Implemented bearing fatigue life testing equipment eliminating need for costly engine dyno testing.

Tested and published reports on new bearing material for friction, life and load carrying ability.

EDUCATION

MBA, Eli Broad School of Business, Michigan State University

Bachelor’s Degree in Mechanical Engineering from University of Michigan

6 Sigma Green Belt

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