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Manager Plant

West Milton, Ohio, United States
December 27, 2015

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Robert L. Brown

**** ******* **. *. ******, OH **383



SCOPE OF MANUFACTURING EXPERTISE: I am able to expand my skillset to reduce costs in the

manufacturing arena. I can use my experience to impact the bottom line of an organization that is looking to

drive continuous improvement, reduce costs, increase profits while focusing on SQDCI.


CERTIFIED LEAN SIX SIGMA BLACK BELT Earned certification through International

Society of Six Sigma Consultants Cincinnati, Ohio 2011

B.A. OPERATIONS MANAGEMENT Capital University Columbus, OH (1994) 3.04/4.0 GPA

(Degree earned while working full time.)


Delphi Manufacturing System / Toyota Production System Seminar

Trained in Lean manufacturing tools. Trained in SAP, Epicor, Baan MRP systems.

Certified ISO9001-2008 internal auditor. Trained in TS16949, AS9100 Rev C.

Certified Lean Black Belt in SMED, Total Productive Maintenance and Lean Daily Management (Belden)

Train The Trainer


R&M Servant Automotive LLC – West Milton, Ohio (2015 to present)

Position: President/Owner Customers: All retail consumers

Responsibilities: Lead all P&L operations in an automotive service organization. Increase Fleet and wholesale

Customer base.

Belden Inc.- Richmond, Indiana (2014 to 2015)

Position: Project Manager TPM/SMED Customers: Tyco, Anixter

Responsibilities: Administration of CMMS system. Analyze downtime and implement CI strategies. Drive purification

of data collection.


Lead core Plant SMED team driving reductions in changeover of >30%.

Lead CMMS implementation team and facilitate TPM implementation.

Analyze operational and mechanical downtime to drive improvements in plant. Identified a

cost avoidance of $1.5 million while gaining opportunity potential of $4.5 million in billing dollars.

GKN AEROSPACE- Cincinnati, Ohio (2012 to 2013)

Position: Plant Operations Manager Customers: GE, Rolls Royce, Pratt and Whitney.

Responsibilities: Lead all manufacturing activities for aerospace engines in three plants. Lead 7 supervisors

and 165 skilled employees. Lead lean implementation in all plants. Coach and mentor all employees in facilities.

Full P&L responsibility for $72MM in sales. Responsible for plant turnaround of failing plant.


Increased productivity by 12% in first 50 days through standardization and accountability.

Reduced OGV processing time by 50% by increasing tool capacity on a 100MM dollar product line.

Led turnaround transformation through culture change in troubled plant within site.

Increased productivity while driving lean initiatives by 25% in 1 month.

STOUGHTON TRAILERS – Stoughton, Wisconsin (2011 to 2012)

Position: Plant Manager/ Value Stream Manager Customers: UPS, FEDEX

Responsibilities: Lead all P&L activities for two plants in the fabrication and assembly of semi-trailers.

Led four direct and indirect leadership of 125 skilled and semi-skilled workforce. Leading transformation

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of plants into a profitable lean culture. Trained future green belts for certification. Responsible for capacity planning,

costs, profit and loss. Planning of all fabrication in plant including paint to become a separate autonomous cost center.


Increased machine capacity by 7% in first 45 days by establishing break relief system.

Increased plant productivity by 12% in first 50 days through standard work and setting expectations.

Implemented a cost avoidance of $35k by moving a sheet metal part to a different work center.

Purchased dual laser for $1.1MM with an ROI of $750k.

FORMED FIBER TECHNOLOGIES – Sidney, Ohio (2010 to 2011) Position: Manufacturing Manager Customers: Toyota, Honda, GM, Chrysler Responsibilities: Lead all 24/7 four shift manufacturing operations for two 80,000 S.F. plants in thethermoforming and waterjet cutting of automotive carpet. Directly leading six supervisors, CI manager, productionscheduler, inventory control clerk and 120 indirect reports. Coach and mentor all associates in lean manufacturing. Accomplishments:

Implemented 5 Why problem solving into all safety alerts.

Directed all Plant Site Activities (Kaizen) leading to $500k+ in first six months.

Reduced scrap by 40 % through identifying critical elements in standardized work (KPI)

and rapid experiments.

Improved productivity and schedule attainment by 10% in three months.

ELECTRI-CORD MFG. – Westfield, Pennsylvania (2010 to 2010)

Position: Manufacturing Manager Customers: General Dynamics, Sikorsky

Responsibilities: Lead all manufacturing operations of entire plant in the molding and assembly of wire cords,

wiring harnesses and power distribution boxes. Led a team of five direct reports and sixty indirect.

Coaching and mentoring direct reports in lean manufacturing and leadership.


Implemented 5S across the plant.

TUTHILL CONTROLS GROUP – New Haven, Indiana (2007-2009)

Position: Materials Manager (2008 to 2009) Plant Superintendent (2007 to2008)

Customers: John Deere, Borg Warner, CNH, Mack, Caterpillar

Responsibilities: Lead four buyers in the procurement of all materials through the use of SAP and visual

controls of raw materials, MRO, WIP. Direct Strategic Sourcing for the entire plant. Performed supplier audits to

ensure supplier is performing as value-minded in accordance with Tuthill's purchasing policy. Responsible for total

spend of approximately $10MM. Lead all manufacturing operations for second shift. Supervised three direct reports

and 40 indirect reports in the set-up and operation of CNC machining, including roll threading and cold heading and

assembly of lawn and tractor products. Lead continuous improvement activities throughout operation using the Tuthill

Business System. Coached and mentored supervisors on being a leader ensuring SAFETY is #1 and using Lean tools.


Reduced raw material inventory by $820k in six months.

Increased inventory turns from 5.1 to 6.4 in six months.

Realized cost savings of $540k through strategic sourcing of a purchased part within one month.

Reduced setup and changeover time by 38% and 51% on stainless steel linkage machining and assembly

line through the use of SMED.

Reduced $300k backlog of $3MM machining product line in 3 weeks.


Position: Lead Production Supervisor (2002 to 2007) Maintenance Supervisor (1997 to 2002)

Production Supervisor (1995 to1997) Customers: GM and Chrysler

Stamping and quality activities of brake shoe and lining and caliper assemblies. Scheduled production for multiple

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departments using kanban and heijunka. Worked with engineering on new product start-ups. Machined brake

calipers using various types of mills and lathes. Managed and directed off shift supervisors and trainers.

Enforced safe manufacturing practices for entire area.


Rebalanced labor on brake shoe and lining assembly lines to achieve $500k+ annual savings.

Reduced downtime in U-cell by $66k through change in error proofing resulting in $13k personal award.

Led project to eliminate outside containment and reduce containment spending by $300k through better

process control and standardized sort practices in brake shoe and lining department.


FROM 1985-1995. (HINES BUILDERS 85-88) (ASSOCIATED SPRING 88-92) (LAU 92-95)

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