Manager Plant

ROBERT J. ZEEB

CHICAGO, IL 630-***-**** ******@*****.***

Manufacturing Operations and Engineering Executive with extensive success leading LEAN initiatives.

Deliver improvements across six core elements of LEAN - Safety, Quality, Delivery, Cost, Morale and

Environment - through values-driven collaborative leadership. Straightforward, authentic and hands–on

style that instills passion and commitment at all levels of the organization. Design and execute large

development projects that enable organizations to adapt to diverse industry conditions. Champion

innovative solutions to streamline operations while increasing strategic competitive advantage and

reducing costs to drive corporate success. Advocate and implement industry best practices to manage

complex multi-site plant operations in highly regulated environments.

SUMMARY OF KEY ACHIEVEMENTS

• Transformed U.S. Pipe’s manufacturing operation to an industry-leading position in the core

elements of LEAN, moving the organization from below average or last in multiple categories.

• Achieved on-time delivery of 99.9% over 3 years, a 14-point change, through improved

manufacturing flexibility, OEE, inventory accuracy and reduction of non-value added activity.

• Significantly reduced Work in Progress by focusing on customer demand to drive inventory,

resulting in $36M in annual inventory savings.

• Aligned operations with sales and customer expectations to achieve measurable improvements in

product quality. Reduced defective product to an average of 4% across all facilities, with some

below 2%.

• Led the turnaround of a Ford stamping facility from one of worst performing facilities in North

America, to the #3 position across 36 similar plants during tenure at the facility.

• Key negotiator and participant in multiple labor union contract negotiations. Led successful

collaborative initiatives resulting in improved facilities, work conditions, better aligned job functions,

and the ability to contract with non-union vendors for equipment installations.

• • •

Strategic Planning Plant Management Cost Control / Reduction

• • •

Business Planning Inventory Management Resource Optimization

• • •

Operations Analysis Quality Control Regulatory Compliance

PROFESSIONAL HISTORY

U.S. PIPE HOLDING Birmingham, AL 2011 - Present

Vice President of Operations and Engineering

Recruited by executive team to run manufacturing operations for a $700M business across 14 plants in eleven US

states. Manage an operations and engineering organization of 700 union employees and 20 direct reports comprised

of plant managers, quality/continuous improvement and engineering leads. Drive the adoption of best practices in the

implementation of systems and processes that achieve safety performance, product quality and on-time delivery

expectations. Develop budgets and operating plans that incorporate capital equipment investment, maintenance

programs and use of alternative materials to produce quality products while achieving corporate profitability goals.

Expand product lines through acquisition and new program launch.

Selected Highlights:

• Delivered $60M of cost savings in a two year period thru Lean initiatives. Educated and armed the

management team with pertinent information to help manage the business.

• Decreased man hours per ton produced by 25% to reduce total manufacturing costs by $45M over the last

two years.

• Reduced injuries 37% in a collaborative effort with union leadership. Improved TRIR and DART as conditions

were improved thru capital expenditures and an emphasis on individual accountability.

• Improved workforce flexibility by developing people and challenging expectations in an effort to improve

employee competencies and cultivate a goal orientated team environment.

• Reduced dependence on outsourcing of work to help grow revenue and improve the morale of the workforce.

• Addressed turnover issues by soliciting employee feedback and improving hiring practices and training, with

marked improvements reflected in retention of workers in California, Virginia and Alabama facilities.

• Implemented environmental initiatives exceeding government regulations to conserve energy, reduce water

usage and protect the surrounding communities to instill good corporate behaviors.

• Aligned manufacturing operations following Griffin Pipe acquisition to right size capacity to market needs.

Closed Council Bluffs facility. Improved conditions and reliability at Lynchburg facility to bring costs and

product flexibility in line with US Pipe deliverables.

• Upgraded management development systems and implemented an intern program to enhance talent

pipeline. Measurable ROI achieved through these initiatives to organically develop and grow people into

better managers.

GRIFFIN PIPE PRODUCTS Downers Grove, IL 2007 - 2011

Vice President of Operations and Engineering

Led manufacturing operation and workforce of 500+ in production of ductile iron pipe across three American foundries

for a $250M privately-held corporation. Developed operating budgets and business plans to improve productivity and

manpower utilization while maintaining profitability during recession. Improved product delivery at lowest cost and

impacted employee safety and product quality. Streamlined operations and created plans to meet increasing stringent

environmental regulations.

Selected Highlights:

• Proposed and led $45M investment in Lynchburg, Virginia facility. Managed a 53,000 square foot building

extension, four new casting machines, and state-of-the-art product finishing operation.

• Decreased annual non-variable costs by $20M over a 4 year period.

• Optimized labor force by analyzing all positions to streamline where possible. Eliminated one shift in Council

Bluffs, Iowa and closed Florence, New Jersey facility to effectively reduce workforce by 216.

• Oversaw Iowa facility during 2008 labor negotiations, leading to a more versatile labor force that delivered

quicker response-to-market demands and product mix.

• Installed $15M bag house in Iowa, upgraded to existing equipment in Virginia, and implemented facility clean

up and demolition in New Jersey, to achieve environment compliance at each facility.

FORD MOTOR COMPANY Chicago, IL 1986 - 2007

Earned progressive promotions throughout 21 year career at Ford. Led large organizations of union and salaried

employees producing multiple product lines. Designed and planned assembly and stamping lines for new vehicle

models. Implemented LEAN methods to improve productivity, quality, safety, deliver and morale, while reducing

operating costs.

New Model Program and Launch Manager – Chicago Assembly Plant 2005-2007

Managed a workforce of 1600 UAW hourly employees, 125 salaried associates and 7 direct reports responsible for

producing 125,000 finished vehicles annually. Directed the launch of 2008 Ford Taurus, Taurus X, and Mercury Sable

product lines, overseeing facility and workforce readiness, initial vehicle quality delivered to customer, and

sustainability. Contributed to all aspects of vehicle design, from initial clay reviews through all build events leading up

to delivery to vehicle dealers. Spearheaded initial design and planning, final assembly and body shop feasibility,

facility layout and new e-coat and paint department installation for new 2009 Lincoln MKS.

Selected Highlights:

• Repurposed surplus assets from idled North American assembly plants to improve sequencing of units and

eliminate bottle neck in final assembly area. Installed new automation for front suspension and engine

process equipment. Managed combined costs of more than $30M for all projects.

• Oversaw $40M retrofit to body area to improve capability and enhance flexibility.

• Delivered program on time while meeting desired quality targets and plant JPH and manpower requirements.

Manufacturing Planning Manager 2004-2005

ROBERT J. ZEEB – PG 2

Cultivated collaborative customer and supplier relationship with stamping plant, leveraging past experiences and

knowledge of product and processes. Developed preventive maintenance program for body shop, paint department,

final assembly, mobile equipment, and plant service organization, overseeing planning of all maintenance activities

during shutdown periods. Managed new model program planning for future product. Controlled operating budgets for

plant’s indirect labor workforce.

Selected Highlights:

• Provided leadership during local union negotiations, solidifying position regarding skilled trade workforce.

• Influenced UAW cooperation to support installations with outside contractors and to work collaboratively with

management to achieve desired product quality improvements.

• Devised templates to forecast skilled trade’s manpower resource needs for current and future levels.

• Implemented safety and environmental standards per ISO 9000 and ISO 14000 guidelines.

New Model Launch Manager – Chicago Stamping Plant 2003-2004

Directed the launch of the Ford 500, Ford Freestyle, and Mercury Montego product lines. Developed budgets and

designed and installed nineteen major sub-assemblies producing 33 different parts and 64 sets of press room tools.

Delivered all programs within desired budgets and fulfilled all build requirements. Created quality improvement

matrices to achieve program goals and establish a quality operating system to ensure sustained quality levels for the

life of the program.

Selected Highlights:

• Designed plant layout to deliver to customer in just-in-time format for completion of largest launch within a

single Ford stamping facility.

• Introduced launch operating system which became the standard for all future Ford stamping operations

programs.

• Expanded shipping capability by increasing railroad car loading capacity. Increased truck loading capacity 2x

by adding rail spurs and truck loading windows.

• Implemented product flow strategy to maintain four-hour inventory in plant, enabling production floor to

manage inventory control process with minimal management involvement.

Plant Manager and Lean Manufacturing Manager 2001-2003

Managed all aspects of manufacturing process including stamping and sub-assembly production activity, material

procurement, material movement, manufacturing engineering, and quality control within stamping plant for 1,600

UAW hourly employees and 175 salaried associates. Implemented lean manufacturing techniques to address

productivity, safety, cost, quality and employee satisfaction concerns. Served as co-leader for FORD at bargaining

table during 2003 local UAW contract negotiations.

Selected Highlights:

• Improved safety metrics by 80%, reducing worker’s compensation costs by 30%.

• In-sourced tools from other facilities to complete major maintenance projects at lowest cost.

• Improved customer delivery and inventory costs through strategic productivity enhancements. Streamlined

press room changeover time by 70% and increased tools per line by 20%.

FORD Early Career Summary

Press Room Area Manager 1996-2001 Shift Manager, Press Room 1995-1996

Shift Manager, Sub-Assembly Area 1995 CAR Line Superintendent 1994-1995

Section Supervisor, Production Control 1991-1993 Production and Maintenance Supervisor

1986-1991

Established solid foundation of industry expertise within automotive manufacturing through progressive leadership

roles across multiple functions. Gained credibility on the production floor as a front line supervisor, shift manager and

production area manager, honing management style and ability to cultivate a collaborative culture within a union

environment. Managed teams and organizations of up to 50 and controlled capital equipment procurement,

installation and maintenance with initial investments of $20-70M per unit. Optimized production and distribution

ROBERT J. ZEEB – PG 3

plans, multi-shift operations, and devised maintenance schedules to drive improvements in productivity and quality

and reduce costs, while meeting customer demand.

Selected Highlights:

• Led the installation and launch of two multi-rammed Schuler Presses, one double-rammed Verson Press, and

two large Verson progressive die presses.

• Managed the operation producing 1,700 tons of material (175,000 parts) daily to satisfy nineteen different

vehicle assembly plants throughout North America and Europe.

• Implemented three-shift operation that maximized manpower while reducing labor and overhead costs.

• Collaborated with scheduling department to develop proactive maintenance plan and improve daily quality.

Implemented quick change over techniques that enabled just-in-time delivery to customers.

• Developed operating patterns to allow line teams to more effectively utilize time and data management.

EDUCATION

SAINT XAVIER UNIVERSITY Chicago, IL

M.B.A., Management, 1991 B.A., Business Management and Finance, 1986

ROBERT J. ZEEB – PG 4

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