Robert W. Shaffer

*** *** **.

Greenville, Ohio *5331

Cell Phone: 937-***-****

Areas of Experience: - Experience with industrial robot resistance welding, ring gear sizing, hobbing, chamfer, IH, production groups in Tier 1/Tier 2 automotive body parts and ring gear/drive plate manufacturing.

- Trained in measuring/analyzing LMI, CM4D and experienced in fixture adjustments, positional accuracy, equipment validation, product validation and quality countermeasures utilizing data.

- Experience with steel tube mills, tubing benders, presses, autowelders and production assembly groups in Tier 1 automotive exhaust manufacturing.

- Responsible for production groups extruding, pressing, sintering, slicing, grooving, and banding of sealing products in Tier 2 automotive industry.

- Experience with steel roll mills, slicers/slitters, die presses, production assembly lines within garage door manufacturing.

Leadership: - Manage the execution and control of Safety, Manpower, Quality, Cost and Delivery.

- Performance management, leadership, recruiting, hiring, development, guidance and counseling of salary and hourly employees covering multiple shifts.

- Monitoring process variables, control points and adjustments, personnel and resources, studying production methods, investigating potential cost reductions, the development of reporting procedures and systems.

- Ability to drive change by developing relationships, managing by indicators, visual communication, mentoring and coaching.

- Hands-on analytical approach to investigating, promoting and applying Lean principles, Kaizen, Continuous Improvement and Best Practices.

- Led and coached improvement activities and problem resolution groups (Kaizen, 5P, QRQC, PDCA, Gemba, Value Stream Mapping, 5 Why, 8D, 5S, 3P, Zoning, Model line, etc.).

- Conduct training and enforce discipline toward QS and ISO standards.

Organization: - Disciplined approach to scaling operations resources in alignment with business needs, while continually improving quality.

- Assist operating management with budgeting, production statistics, cost analysis, justification

of capital expenditures and asset management.

- Completion of production plan by scheduling and assigning personnel, accomplishing work results, establishing priorities, monitoring progress of set priorities, revising schedules when needed, and hands-on problem resolution in department planning, scheduling, budgeting, job quoting and project planning for multiple shifts.

- Ability to prioritize multiple activities and complex projects simultaneously and hold people accountable to deliver results.

- Liaison between Materials, Logistics, Quality Control, Engineering, Equipment Control/ Maintenance and Production personnel in multicultural organizations.

Communication: - Preparation and presentation of formal and informal departmental reports for Corporate/Sr. Management review, communications and meetings pertaining to income, profit, cost, improvement projects, daily production, scrap, rework, attendance, quality, training, and safety reports.

Experience: - Vice President/Plant Manager, Suncall-ADI, Richmond, In., Dec ’16 to Jan ‘18

- Dept. Mgr/Sr. Mgr/Sr. Eng./Quality Eng., Indiana Marujun LLC, Winchester, In., Aug ’08 to Dec ‘16

- Location Supervisor (Honda AEP & NKP), Product Action, Sidney, Ohio, Oct ’07 to Aug ‘08

- Production Supervisor, Faurecia Exhaust Systems, Inc., Troy, Ohio, Feb ’05 to Apr ’07

- Production Supervisor, Freudenberg-NOK, Troy, Ohio, Feb ’04 to Dec ’04

- Lead Electronics Technician, Beta Industries Inc., Dayton, Ohio, Jun ’03 to Feb ’04

- Department Manager, Clopay Building Products, Russia, Ohio, Sep ’01 to Oct ’02

- Lead Technician/Floor Sprvsr, IPEC Planar/SpeedFAM, Chandler, Arizona, Jul ’95 to May ’01

- Weapons System Technician/Work Center Supervisor, U.S. Navy, Jun ‘89 to Jun ’95

Education: BS/Business Administration, University of Phoenix, Phoenix, AZ. 3.77GPA

Dual major BS/Business Marketing, University of Phoenix, Phoenix, AZ.

U.S. Navy Electronics and Weapons Systems Schools, Associates Degree Equivalency Training

Continuous Improvement Accomplishments

Clopay Building Products:

- Increased throughput in linear feet per man-hour by 15.8% / shift by implementing production goals (managing through indicators), maintaining status boards, implementing performance reviews, implementing an attendance policy, and increasing management visibility. By increasing through-put the overtime hours were eliminated.

- Eliminated $368,000/year in expenditures by eliminating 1 x 3 bracing and implementing poly microfilm separation between panels, further eliminating Return and Allowance costs from > 1.9% of Net Sales to < 1.34% of Net Sales. Damage costs also decreased by 1% of Net Sales. These results were recorded within only the first month of implementation.

- Eliminated $300,000/year in expenditures by eliminating shrink wrap procedure and implementing stretch wrap procedure. This cost savings does not include a reduction in energy costs or a reduction in temperature throughout the facility. This change was to be implemented in two additional production lines.

- Reduced OSHA safety incident rating from a score of 10 to 6.9 within a one year time period through increased relevant safety training.

- Eliminated $250,000/year in materials costs and 9 sku’s in packaging materials by adding additional scores in cardboard packaging reducing materials required footprint.

Beta Industries:

- Created build instructions for eight repeating projects which resulted in the ability to train to standards and increase build repeat ability and decrease variation within the build process improving quality for GE equipment. The build instructions assisted in eliminating wasted production time in planning/preparation and eliminated needless material scrap.

Faurecia Exhaust:

- Increased Linear Feet per Man Hour at the tube mills by 12% per shift by implementing rapid changeover procedures.

- Reduced scrap in tube mill and cutting department by $550,000 per year by introducing “stop at defect” procedures and more thorough destruct tests.

- Decreased Cost and increased Delivery (PPOH) by utilizing visual scheduling and load leveling of OEM autonomous production groups increasing department capacity and further reducing production schedule by greater than 400 hours of manpower/week.

- Introduced Basic Problem Solving training, Manufacturing through Indicators training, Polyvalence and Polycompetence training/programs to increase production, ownership, employee empowerment and accountability.

Indiana Marujun LLC:

- Started in Body Parts Department achieving 68% OEE in August 2008 and increased OEE by November 2009 to 91% by decreasing cycle time, utilizing best practices and Operation Standards, managing through accountability, numerous continuous improvement activities and employee empowerment.

-Reduced total departmental downtime 183 minutes each shift by eliminating red part checks and implementing A-B Panel Builder Software to view outputs at the sensor. This was further reduced by eliminating one check per shift by proving quality procedures supported this effort.

- Decreased cycle time/increased OEE in every work station of 9 production lines in Body Parts Dept. by eliminating unnecessary robot travel time, human movement, wait time, etc. through MOST studies and cycle time analysis.

- Decreased cycle time/increased OEE from 24% to 64% within one month throughout Steering Hanger Beam Dept. through effective training, by eliminating wasted robot travel time, human movement, wait time, start up time, etc. through cycle time analysis.

- Decreased cycle time/increased OEE from 64% to 74% within four months throughout Steering Hanger Beam Dept. by eliminating scrap from “1st piece/Last piece” procedure by creating non-destruct tests for 75% of the child parts through the nut welding process decreasing scrap per month by 49% to a savings of $132,000/year in scrap.

- Implemented Delivery Trouble Report Tracking and Reporting for all DTRs from the customer into the Plex System for tracking of root cause and countermeasure and accountability by each department.

- Member of a small team to consolidate Steering Hanger Beam production lines and equipment from a sister plant in Columbus, Ohio to the plant in Winchester, Indiana utilizing P3 Honda methodology leading floor layout plan, equipment move schedule, start-up schedule, training schedule, training of associates, increased Quality of equipment prior to Mass Production, and material flow throughout the plant from Stamping to Sub Assembly to Production to Delivery utilizing Value Stream Mapping.

- Designed, fabricated, implemented, adjusted 2 $15,000 install fixtures to eliminate sorting costs at customer site totaling $120,000/month.

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