ROBERT G. HOEY
Mars, PA ****6
Seasoned manufacturing executive with a passion for driving improvements. Strong technical, managerial and leadership skills coupled with a broad business perspective. Demonstrates a professional attitude, and displays good business judgment and ethics. Proven track record of successful global startups and efficiency improvement through implementation of Lean Manufacturing and other improvement techniques.
Successful startup of manufacturing operations in U.S., Mexico, India & Taiwan & engineering startup in India
Grew a $35M architectural products business to $100M in 9 years.
Significant operational improvements achieved in all locations.
Extensive experience in many industries and volume/mix scenarios.
Aggressive approach to applying discipline to the basic blocking and tackling of operations.
FORMS AND SURFACES, Pittsburgh, PA 10/07 - Pres
Vice President of Manufacturing
Responsible for $100 million manufacturing operation producing architectural products such as elevator interiors, doors, wall systems, benches, lighting and laminated glass.
Focus on international growth and operational improvements
9 Manufacturing Plants in North America; Manufacturing Plants in India & Taiwan
Engineering successfully relocated to India
Multiple plant startups and consolidations
XALOY INCORPORATED, New Castle, PA 8/05 – 9/07
Vice President, N.A. Manufacturing
Responsibility for US manufacturing operations producing injection and extrusion molding screws and barrels, and heat transfer rolls. Primary focus was fast financial improvement and Lean implementation to position business for sale.
Focus on 5S, TPM, SMED & KAIZEN
7 US Manufacturing Plants
BOSTON GEAR, Charlotte, NC 3/05 – 7/05
Operations responsibility for $55 million gear and gear box manufacturing facility. Primary focus was a successful ERP conversion, and Lean implementation.
Focus on TPM, SMED & KAIZEN
295,000 Sq. Ft. Facility
HOFFMAN ENCLOSURES, Mount Sterling, KY 3/02 – 11/04
Primary goal of position was to drive profitable growth of business losing $3.2 million/yr. Increased sales from $38 million to over $50 million, and reduced operating loss to $1.5 million in 1 year. Aggressive pursuit of more complex enclosure business, coupled with relentless implementation of Lean Manufacturing was the primary improvement strategy. Product lines included standard, modified & custom large sheet metal industrial enclosures.
40 Kaizen events in 2004
Significant success w/Kanban, 5S and Pull
>30% Sales Growth in 1 Year
310,000 Sq. Ft. Facility
EATON CORPORATION 11/86 – 3/02
EATON - CUTLER HAMMER, Reynosa, Mexico
Plant Manager, 3/99-3/02
Initial focus of this position was overhaul and turnaround of an operationally distressed business, in conjunction with significant downsizing to align with contracting markets. Operational performance improved through aggressive implementation of Lean Manufacturing techniques. Product lines include electro-mechanical switches and hydro-magnetic circuit breakers serving various commercial, telecommunications and transportation customers.
Significant success w/Std. Work & 5S
Workforce reduced 60%
Managed 300 Employees
110,000 Sq. Ft. Facility
EATON - AEROSPACE, Sarasota, FL
Operations Manager, 5/98-2/99
New position resulting from plant wide reorganization. Responsible for all manufacturing, manufacturing engineering, quality engineering, production control, purchasing and customer service for $30 million aerospace relay business.
Significant success w/Std. Work Kanban & 5S
Pace Setting plant in Six Sigma
Managed 350 Employees
125,000 Sq. Ft. Facility
Manufacturing Manager, 5/96-4/98
Responsible for final assembly and component fabrication in Sarasota, FL and pilot operations in Milwaukee, WI and Reynosa, Mexico for a vertically integrated $65 million switch and relay business. Direct reports included Manufacturing Services Manager and three Production Managers. Key processes/departments include final assembly, fabrication (plastic/rubber molding, machining, stamping, welding, brazing, glassing & plating) manufacturing engineering, tool design, tool room, plant engineering and maintenance. Implemented Lean Manufacturing techniques to improve throughput and reduce cycle times. Responsible for Six Sigma Process Improvement program for Aerospace Operations (10 plants worldwide).
Managed 500 Employees
Manufacturing Services Manager, 2/93-4/96
Staff position responsible for Sarasota and Milwaukee component fabrication, manufacturing engineering, industrial engineering, plant engineering, maintenance, tool design, and tool room. Actively involved in plant strategic & tactical planning as well as daily business management. Managed quality engineering for 1 year during Quality Manager recruiting period.
Manufacturing Engineering Manager - Fabrication, 2/92-1/93
Managed fabrication manufacturing engineering, industrial engineering, and tool design. Responsibility for development of new, and support of existing switch & relay components. Leader of cross-functional product support team program. Active in numerous plant improvement teams. Zenger Miller interpersonal skills instructor.
Manufacturing Engineer, 11/86-1/92
Developed and maintained manufacturing processes used to produce switch and relay components. Responsibilities included tooling/process development, equipment acquisition, cross-functional team leadership, cost reductions and process control. Responsible for geometric dimensioning and tolerancing (GD&T) training.
UNIVERSITY OF SARASOTA, Sarasota, FL
1989 CERTIFIED IN PRODUCTION AND INVENTORY CONTROL MANAGEMENT
1986 BACHELOR OF SCIENCE - WELDING ENGINEERING
OHIO STATE UNIVERSITY, Columbus, OH