Manager Sales

ROBERT D. MILLER

**** ******** ****, *****, ** **521 Cell 580-***-****

**********@*******.***

PLANT MANAGER / OPERATIONS MANAGER / SUPPLY CHAIN MANAGER

EXECUTIVE SUMMARY

Talented and versatile professional who leads manufacturing facilities

through change and challenge to profitable growth. Strategic problem-solver

who envisions smart solutions and executes with urgency across all levels

of the organization. Skilled leader who is able to keep teams focused and

productive, while implementing processes and systems that reduce overhead,

increase safety, and generate revenue.

CORE COMPETENCIES

. Multi Site Plant Management

. Product Strategy and Management

. Operations Streamlining

. Supply Chain Management

. Continuous Improvement

. Acquisition Due Diligence

. Loss Prevention

. Rubber / Plastics Molding

. Direct and Indirect Purchasing

. Lean Driven Process Improvement

. Labor Relations

. P&L Management

. Distribution

. Outsourcing

RECENT EMPLOYMENT HISTORY

SKF, Hobart, OK

June 2012 - present

A custom molded rubber manufacturer specializing in tier I and tier II

automotive and heavy truck sealing solutions. Facility is 85,000 sq. ft.

facility with sales ranging to $56M and 239 staff members.

Plant Manager (2012 - Present)

Engaged as the site manager in responsible for the overall performance of

the Hobart facility. Responsibilities include full P&L oversight and

direction, development and implementation of facility improvement programs

emphasizing both training and continuous improvement based results, and

oversight of plant's day to day operations including production, labor

relations, supply chain, quality, maintenance and engineering. Also serve

as site champion for facility Lean, environmental and sustainability

programs.

Key Achievements:

. Implementation of factory lean driven improvement program targeting

formal activities to drive continuous improvement. Program consists of

team based priority setting and cross functional activities, with

emphasis on communication to track successes and employee recognition.

Integrated lean approach into daily management activities including

production channel and support area KPI and daily prioritization

reviews.

. Successfully set technology improvement path for both molding and

assembly operations to utilize new product development opportunities

to drive improved processes. Set formal schedule to address both new

technology opportunities as well as improved preventative and

predictive maintenance activities across the site.

. Recognized with the One SKF Achievement Award in November 2014 for

work in reducing warranty costs and improving customer application

performance

ROBERT D. MILLER

PAGE TWO

Freudenberg-NOK, Cleveland, GA

2010 - 2012

A custom molded rubber manufacturer specializing in tier I and tier II

automotive sealing solutions, with 175,000 sq. ft. facility and sales

ranging of up to $65M and 350 staff members.

Lead Center / Competence Center Manager (2010 - 2012)

Engaged with the oversight of the Automotive and Damper Seal operations in

the Americas including the management of product and technical development,

continuous improvement and P&L responsibilities, and the management of the

facility Materials Management, Components (rubber and metal stamping),

Customer Service and Human Resources departments. Maintain budget of $50M.

Direct and manage six staff direct reports, including two Lean Operations

Managers, Maintenance/Components Manager, Technical Manager, Supply Chain

Manager, and Quality Manager.

Key Achievements:

. Positively impacted bottom line P&L performance by 35% through the

focused introduction of a Lean Production Management System. The

system implemented combines visual tracking of work cell specific

KPI's with daily team meetings which result in assigned continuous

improvement activities to improve performance and create team based

job satisfaction.

. Successfully led the product development and launch activities

resulting in over $600,000 in new Damper seal sales and $2MM in new

annual Automotive seal sales.

. Reduced inspection based labor by 60% in the damper seal lead center

through the improved utilization of in-line camera based inspection

equipment within the production work cell and improved visual

standardized work instructions, resulting in $400,000 in annual

savings.

. Implemented cross functional layered audit activity to improve

standard work processes and visual 5S standards. Utilized lessoned

learned from the audits to develop training materials for both current

employees (continuous improvement) and new employees.

. Introduced new molding technology within the Cleveland site to address

the need for improved press process capability. New technology and

supplier is now set as the standard moving forward with new product

launch opportunities.

. Reduced downtime associated with mold cleaning cycles through the

implementation of in-the-press cleaning processes resulting in a 5%

improvement in OEE performance.

MINNESOTA RUBBER & PLASTICS, Watertown, SD

1999 - 2010

A custom molded rubber manufacturer for automotive, medical, and plumbing

with 125,000 sq. ft. facility and sales ranging of up to $35M and 200 staff

members.

Plant Manager (2003 - 2010)

Challenged with oversight of daily operations of the entire facility, while

providing full P&L management. Maintain budget of $16M. Manage all aspects

of new product launch activities. Implement continuous improvements,

including Lean and Six Sigma activities. Direct and manage five staff

direct reports, including Production Manager, Maintenance/Safety Manager,

Technical Manager, Injection Molding Manager, and Quality Manager. Served

as Materials Manager and HR Manager, providing direction for Materials

Supervisor, IT, Purchasing and Benefits, and Payroll Administration.

ROBERT D. MILLER

PAGE THREE

Key Achievements:

. Spearheaded all aspects of Lean Manufacturing Systems Implementation

through establishment of new program that generated $1.2M in facility

cost improvements within one year.

. Led efforts to automate production processes by implementing new

injection molding equipment in conjunction with new product launch and

work cell creation, generating 30% less material waste, improved

process time, and reduced labor. Efforts resulted in growing sales

from nothing to $9M and achieved savings of $90K annually.

. Reduced labor cost by $2.5M through outsourcing of custom rubber

products to Mexico and China, enabling the company to expand to

medical, automotive, and fluid applications with expected plant growth

of 30%.

. Reduced injury incident rate from 8 per year to 1 by implementing Lean

and cross functional Safety improvement initiatives.

Materials Manager (1999 - 2003)

Oversaw all aspects of Production Control, Materials, and Shipping

departments. Managed 34 staff members, including four direct reports.

Provided MRP systems training to other company locations and facilities.

Key Achievements:

. Improved on-time customer order delivery from 67% to 99% and reduced

average lead time by 4 weeks through the implementation of

comprehensive MRP system training program for production control and

materials planning.

. Reduced inventory levels by 33% while improving turns 40%.

LUND INDuSTRIES, multiple locations

1994 - 1999

A manufacturer and distributor of custom automotive OE and aftermarket

accessories.

Multi - Site Manager - Indianola, IA (1998 - 1999)

Managed the Lund / Deflecta-Shield distribution center located in

Indianola, IA as well as the manufacturing operation of the company's

plastic thermo forming site in Longmont, CO.

Key Achievements:

. Developed and implemented team based process and communications flow

resulting in the improvement of customer fill rates from 9% to 95%.

. Through improved fill rates, reduced organization's incoming and

outbound freight costs by maximizing full load freight capacities and

reduced premium freight utilization.

. Led the successful relocation of the distribution center to the

corporate warehouse facility.

ROBERT D. MILLER

PAGE FOUR

Plant Manager - Oklahoma City, OK (1996 - 1998)

Led the company's tonneau cover manufacturing site, providing full P&L

management with annual sales of $8M. Managed all aspects of facility

including Design and Engineering, Manufacturing, Human Resources, Materials

and Accounting.

Key Achievements:

. Due diligence and acquisition activities for the organization,

including the acquisition of the Oklahoma City facility.

. Developed and implemented facility wide staffing, planning and process

flow layout while emphasizing production, quality, product launch and

customer satisfaction improvement activities.

. Served as the facility's direct OE sales representative to Tier I

automotive customers.

. Designed, engineered and brought to market a new installation design

which reduced customer product installation time by 70%. Received

patent for design work and successfully sold new concept into Tier I

customer base.

. Successfully transitioned site operation to Chicago, IL.

Purchasing Manager - Anoka, MN (1994 - 1996)

Directed corporate materials planning and procurement activities for all

fiberglass and plastic thermo forming production activities. Oversaw

organization's sourcing, contract negotiation, cost reduction and inventory

control initiatives including packaging development and sourcing, and was

also a member of organization's acquisition team.

Product lines included fiberglass running board and visor production for

the light and heavy truck aftermarket and plastic thermo formed widow

shades, light covers and wind shields for the light truck and automotive

markets.

Purchasing Agent Transition Engineering - Minneapolis, MN

1991 - 1994

Procurement Engineer NCR - Roseville, MN

1981 - 1990

EDUCATION AND PROFESSIONAL DEVELOPMENT

Bachelor of Science, Business Administration

Northwestern College, St. Paul, MN

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