Quality Management
Resume:
ROBERT WILLIAMS
Nashville, Indiana 47448
Cell: 812-***-****
***.********.**@*********.***
OPERATIONAL MANAGEMENT
Innovative, team-oriented leader with diverse global experience focused on meeting or exceeding planned and
unplanned performance targets. Technical proficiency in production operations, project management, product
development, and quality demonstrated through years of measurable results. Possess excellent problem-solving and
systemizing skills combined with strong communication and interpersonal dexterity.
Areas of Expertise:
Operations Lean Manufacturing Global Manufacturing
Project Management Quality Systems/Tools/Techniques Six Sigma/Problem Solving
Product Development Energy Management Supplier Development
PROFESSIONAL EXPERIENCE
Sacoma International, Edinburgh, Indiana May 2013 – April 2015
Director of Operations / Director of Stamped Product Group
• Directed production, project management, quality, tool room, maintenance, shipping and receiving, and
materials scheduling with full P&L responsibility for $23 M in sales.
• Successfully launched over 70 new products while increasing efficiency 20% and reducing labor and scrap
yielding an operational savings of $325K annually.
SYPRIS TECHNOLOGIES, Louisville, Kentucky 2008 - July 2012
Division Project Manager – North America – Forged and Machined Components (2011 – July 2012)
• Directed key capital and major maintenance projects to support $648 M in sales and increased productivity
7.25% with cost savings in excess of $3.5 M.
• Responsible for developing project scope, capital investment or general account spend justification, technical
specifications, and implementation plans for each project.
Operations Manager – North Carolina – Machined Components (2010 - 2011)
• Responsible for managing budget for plant operations with $63M annual sales increased from $44M in 2009.
• Manage 197 direct and indirect hourly and 8 salaried employees.
• Day to Day responsibilities for meeting or exceeding plant targets for efficiency, production cost, continuous
improvement, on-time delivery and quality.
Director of Quality – North America – Forged and Machined Components (2008-2009)
• Direct activities within Operations for Customer satisfaction, plant production quality, cost of non-quality,
rapid problem resolution and quality system compliance.
• Manage 5 direct employees and responsible for 5 plants. Scope: North America
ARVINMERITOR, INC., Troy, Michigan 1990 - 2007
Director of Quality – Worldwide - Commercial Vehicle Systems (2001 – 2007)
• Directed activities in conjunction with Operations for product engineering, plant production quality, product
safety, warranty, cost of non-quality, and quality system compliance.
• Managed 9 direct and 65 indirect employees. Scope: North America, Asia, South Africa, Western Europe and
Australia.
Plant Manager – UK - Light Vehicle Aftermarket Emissions (1999 – 2001)
• P&L responsibility for 195 employees on 3 shifts.
Director of Product Development and Quality – UK - Light Vehicle Aftermarket (1998 – 2001)
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• Directed activities of 12 direct and 47 indirect employees, achieving budget, quality system compliance,
product quality, customer warranty, new product introduction, and distribution.
Quality Management – North America – Emissions Control Products (1990 – 1998)
EDUCATION / TRAINING
B.S., Electronics Technology, Indiana State, Terre Haute, IN
Advanced Management and Leadership Development, IU Kelly School of Business
Effective Leadership Program, Oxford University, United Kingdom
Six Sigma/8D/ DMAIC Methodologies
Advanced Product Quality Planning for Industrialization
Statistical Process Control
Continuing Education in Electronics, GD&T, DOE, Finance for Senior Managers
SIGNIFICANT ACCOMPLISHMENTS
OPERATIONS/GENERAL MANAGEMENT
Directly accountable for developing and executing goal-oriented and innovative strategic plans within global regions of
responsibility.
Developed and organized an energy management system which consisted of baseline cost analysis, utility bill
analysis and tracking, energy mapping, and team orientated improvement for each of four plant utility groups;
electric, compressed air, water and sewage, and natural gas. $650 K impact to operational costs.
Collaboratively developed strategic plans and drove several initiatives that yielded 18% increase in efficiency,
27% improvement in OTD, 87 PPM, and $1.67M saving using lean techniques.
Directed efforts of Plant Quality Managers in coordination with Plant Managers, which met or exceeded
divisional targets for reductions averaging $1.2M per annum in Cost of Non-Quality, Customer and Supplier
PPM, and Warranty for Commercial Vehicles systems.
Qualified in training, facilitating, and implementing Lean Manufacturing methodology. Directed applications
at 14 facilities internationally.
PROBLEM SOLVING/QUALITY SYSTEMS
Consistently applied a multi-disciplined approach in identifying, developing and implementing programs and
procedures to streamline process and improve operating efficiencies.
Led international team of 20 in effort which resulted in 45% decrease in warranty claims, increase in efficiency
to 89% and increase in product sales of $20M for Truck Axle plant in China.
Directed international team of engineers and materials lab technicians through Six Sigma problem-solving
process, resulting in $25M cost avoidance for replacement cost of emissions particulate filters for diesel
applications.
Achieved QS9000 registration 3 months ahead of schedule. Led cross-functional team effort which resulted in
plant identified as 17th tier one supplier in North America and first Arvin facility to accomplish registration.
TEAM BUILDING
Championed various national and international teams including continuous improvement, problem resolution, and new
product introduction.
Organized, trained and facilitated 15 Employee Involvement Teams from pilot through change in responsibility
18 months later. Affects of effort yielded various degrees of hard savings in supplier quality, changeover,
downtime, and first time yield.
PRODUCT DEVELOPMENT
Created innovative strategies to optimize labor efficiency, streamline product development processes, and increase
through put of new product approvals.
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Decreased number of key component variants within product development standards by 27% resulting in
$1.5M production tooling cost avoidance, i.e., as a result of reducing number of silencer baffle variance from
97 to 58, flanges from 165 to 112, and hanger brackets from 380 to 211.
Applied Lean manufacturing methodologies and creative and innovative expansion of capacity to increase
product development approvals by 153%, thus increasing sales by $19M.
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