Production, Process Engineering, Program Engineering, and Quality Mgt.
Resume:
Brett M. Roby
Rossford, OH *****
Cell Phone: 419-***-****
E-Mail: **********@*****.***
Objective To secure a position as an Operations Manager or Continuous Improvement Manager in manufacturing with an opportunity to increase my level of responsibility.
Experience Chrysler Toledo Machining June 2014 to Present:
Business Unit Operations Leader Torque Converter Components Machining and Assembly
Responsible for two Chrysler Automatic Transmission products.
Savings of over $300K so far. Over production and scheduled overtime reductions.
The team also exceeded every safety deliverables. Root Cause established for all first aid and unsafe acts and corrected. JSRA metrics improved above targets as well.
The team exceeded every quality deliverable. We had zero customer complaints and zero warranty claims.
We had established a system for over producing which resulted in zero delivery issues and eliminated scheduled overtime.
The team met or exceeded employee engagement deliverables. Suggestions, Quick Kaizens and Standard Kaizen activities and 100% employee participation were achieved.
Chrysler TAC May 2003 to June 2014:
Production Area Manager, Process Reliability Manager and Cost Deployment Lead at JK Paint.
Responsible for all Paint Process Engineering and Production Management functions at Jeep Liberty and then Jeep Wrangler Paint.
The team exceeded Departmental Business Plan Savings goals by 40% for 2013.
The team increased Throughput from 620 per day then to 870 now.
Contact Engineer at TNAP Paint and Acting PRM 2003 to January 2012. Cost Deployment Center Lead.
The team received recognition for having the premier Chrysler Paint Engineering Audit compliance score in the autumn of 2013. Best in Chrysler period.
Booked WCM savings of $1.4 M savings in 2010. $530K savings in 2011 with typical savings performance using World Class Manufacturing Tools going forward.
We were never less than 2nd best in our Chrysler Paint Engineering Audit compliance score.
Alcoa Automotive Structures from Nov. 1998 to 2003
Program Manager
Responsible for, management of continuous improvement, engineering change coordination, process engineering, scrap reduction activity, and engineering change cost management and operations/production management including P & L for a three shift operation. Responsible for entire plant operations when working on second or third shifts.
Productivity increase of 33% for welded assembly productivity.
AutoAlliance International Inc. from Sep. 1986 to Nov. 1998
June 1995 to Nov 1998, Manager of Quality and Dimensional Control Engineering in the Body Assembly Department
Responsible for seven engineers, five supervisors, and one hundred and fifteen hourly employees. This quality engineering position is charged with complete dimensional build integrity, sheet metal appearance, weld integrity, and BIW torque of the Stamping and Body Assembly systems as well as the Final Vehicle fitting processes.
Drove customer satisfaction for sash-less door systems for the Ford Probe from the worst rated JD Powers rated to the best rated JD Powers for sash-less door systems.
May 1994 to June 1995, Area Leader in the Final Assembly Department
Responsible for the management of four production units in terms of safety, quality, cost per vehicle, uptime, and employee development. There are four production units with one hundred and twenty-two represented employees.
Improved FTC 55%.
May 1993 to May 1994, Area Leader in the Quality Control Department
Responsible for the management of four Quality Control Final Vehicle and Paint Evaluation Units. The inspection processes were Final Appearance, Test Roll and Emissions, Final Paint, and Pre-Delivery. There were five supervisors and sixty-two represented employees.
Improved throughput 20%
Oct. 1990 to May 1993, Area Leader in the Body Assembly Department
Responsible for Stamping and Body Assembly Evaluation. This section was responsible to assure delivery of a high quality “Body in White” in terms of dimensional integrity, weld integrity, torque control, and surface appearance. There were six salaried and twenty- seven represented members.
Successfully launched the second cycle vehicle builds at the plant six weeks apart.
Feb. 1988 to Oct. 1990, Professional Administrative Assistant to the Manager QualityControl
Responsible for the administration of department level business operations such as: budgeting and cost control, (Salaried Headcount and Overtime, Represented Headcount and Overtime, Capital Projects, and Operating Expenses), safety performance, Quality Circle activities, product engineering change coordination, and Production System support for abnormal supplied parts conditions.
Sep. 1986 to Sep. 1988, Unit Leader in the Body Paint Department.
First Line Supervisor in the Primer, Final Finish Topcoat, and the Tu-Tone and Repair production units.
Jeep Division of American Motors Co., Inc. from June 1985 to Sep. 1986.
Paint Department Supervisor responsible for Final Top Coat preparation and Final Finish Enamel Spray Booth processes.
The City Auto Stamping Company, Division of Sheller-Globe Corp. from Aug. 1983 to June 1985.
Paint Line Supervisor responsible for scheduling, parts preparation, Phosphating and electro-deposition coating, assurance of quality standards of the uncoated components, E-Coat paint finishes, and packaging fabrications.
Education Baker College, Flint, Michigan, MBA Program for Operations Management, Jan 1996 through Jan. 1997. Gradepoint average of 3.8. Master's not complete.
Miami University, Oxford, Ohio, School of Business Administration. BS in Finance,
Aug. 1982. Gradepoint average of 3.0.
Related Alcoa University Toyota Production System Course (40 hr.) Dec. 2000
Information: Certified Quality Engineer, A.S.Q.C. Aug. 1993.
Mazda Motor Manufacturing Corp. Mazda Production System, Kaizen, certificate course (160 hr.), Hofu, Japan in Oct. 1986.
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