Customer Service Manager

James Rohr

**** **** **** ****, **** PA ***** 419-***-**** *************@*****.***

Lean and Least Waste Way [lww] Manufacturing Executive with an Outstanding Continuous Quality Improvement [cqi] and Profit Growth History

Excellence Standardizing and Optimizing Business and Manufacturing Processes

Achievement Summary

Making Manufacturing More Competitive - Participated and implemented Strategic Planning initiatives supporting business improvements that align to key business development opportunities. Site responsibility to drive and develop actions to implement successful ALARA [as low as reasonably achievable] production programs. In the past ten years, have annually delivered cost reduction improvements in all facets of operations, including engineering, manufacturing, procurement, and planning. Experience developing alternatives to foreign outsourcing reliance by developing a less expensive domestic solution which optimized machining, anodizing, painting, assembly, and foundry processes.

Operations/Plant Management Improvement - On the basis of extensive CQI training and over two decades of experience in every facet of machining & manufacturing, identifies and capitalizes on efficiency improvement opportunities. Implemented many strategic improvements supporting annual targets; several projects with less than 1 year pay back. Generates frameworks to optimize operations for multiple departments (purchasing, warehousing, manufacturing, R&D, assembly, maintenance, engineering, shipping) and serves as production flow and cost reduction subject matter expert. Manages intensive daily production portfolios using leading edge ERP platforms.

Lean/LWW Manufacturing - Senior strategist developing and integrating value engineering (includes applying Toyota Production System [TPS] principles) with profitability-sustaining engineering. Solutions delivered included environmental toxicity reduction frameworks, automated quality control systems, and leading-edge machining practices featuring improvements in tool life management and pallet systems.

Career History

ZURN LLC, Erie PA May 2011 – March 4,2016

Global plumbing and water management equipment manufacturer; member of the Rexnord consortium

Erie Site Manager

Team Members - Plant Mangers, VS Mangers, Supervisors, EHS, Planning/Shop Floor Control, Industrial and MFG. Engineering, Chemist, Quality Manager, Procurement, and Customer Service.

Union labor of approximately 150 employees, members of United Steel Workers, United Aerospace Workers union.

Bottom-Line - Developed high performance team to execute business strategies. Reduced inventory by $3M or 10%, increasing turns by .7, 2.7 to 3.4. Reduced COGS by 4% by reducing operating expenses including over-time, productivity and supporting operational efficiencies. Gross profit improved over 2 years from 44% to 47%.

Operations - FY16 procured/implemented $700k multi-pallet VMC project (IRR 2.1 years) reducing overhead and inventory, supporting high mix low volume operation. Procured multiple other capital projects supporting efficiency and productivity. (Lathes, CMM, etc.)

Business Processes - Aligned procurement team and supplier to implement buyer metrics. Improvements to OTD (88% to 94%), Quality improved from (94% to 98%) YOY.

Implemented standard work for inventory purchases, standard lead times for exotic material procured and inventory balances supporting customer satisfaction survey feedback.

Plant Shutdown - Developed and implemented plant shutdown of foundry operations. Worked with management team to plan and execute shutdown and outsourcing of casting business.

Procurement - Developed team and data support to outsource 9M pounds of cast iron material saving $3M.

Customer Service - Re-aligned customer service to support regional locations of service center operations. Supporting technical expertise and regional metrics.

Engineering and Quality - Implementation of SD process utilizing TTI and KPI reviews supporting key strategic iniatives.

Plant Manager May 2011 – August 2013

Summary: P & L owner (controls planning, component manufacturing, and delivery), investment decision maker, and process flow engineer. Optimized cast metal (Z-Spec) operations. Administers annual capital equipment improvement budgets in the $4-$5M range. Through a team of 6 manager (, 1 manufacturing, 1 chemist quality manager, 1 CQI manager, and 1 environmental safety) and 4 shift supervisors, directs 60-80. Ensures quality and safety covering the end-to-end (procurement to QA & delivery) electric melt production of class 25/30 grey iron.

Achievement Highlights

Bottom-Line - Reduced ppv and other variable costs to deliver a 50% improvement in EBITDA. Improved daily output of the melted iron from 60K to 80K pounds, an estimated dollar value in the $7.5M range annually.

Operations - Recently completed an $8M capital improvement with the installation of an electric melting operation which promises to significantly improve productivity and quality. Outsourced core work, eliminated 4 staff and delivered a $500K expense reduction in material, labor, and utilities. Set up a second finishing line to reduce on-site inventory by 35% and accomplish $130K in inventory savings while reducing labor by $100K.

Process Re-engineering - Revitalized the maintenance department; cut personnel by 20%without compromising operations. Implemented flat rate compensation, developed a new attendance program to reduce absenteeism and implemented a smoke free facility program.

Vendor Relations - Consolidated foundry suppliers for materials, implemented (Fastenal) engineered services to reduce expenses by $350K per year. Set up core Kanban methods and achieved> 97% OTD for all core work.

Safety & Quality Programming - Revitalized the safety culture by implementing a first aid station and organizing first responder protocols.

GOODRICH CORPORATION, Troy OH 1988 - 2010

Part of the United Technologies consortium; a global aerospace leader.

Value Stream Manager (2006-2010)

Summary: VSM [value stream mapping] leader. As P & L owner, mandated to reduce operating costs and improve production for a $150M high-volume aircraft wheel product stream. Led manufacturing, quality & delivery assurance covering the full operational gamut (new product development, manufacturing, inventory, strategic purchasing, employee relations). Directed 150-200 bargaining unit employees through a team of 18 consisting of 9 manufacturing engineers, 3 lead supervisors, 2 supervisors, 4 CNC programmers. Improved OTD by 22% while managing a $7M capex.

Achievement Highlights

Bottom-Line - Generated the future wheel machining framework using LWW processes to reduce production time from 46 days to 9.5 from receipt of manufacturing order. Reduced annual expenses by an average of $6M; achieved by process reengineering accomplishments. Customer On-Time-Delivery improved by 22%. Increased First Pass Yield by 4% by improving data collection & accountability and standardizing processes. Slashed direct manufacturing costs in final assembly and paint by 56% by implementing an automated robotic paint line. Integrated all new wheel development directly into manufacturing processes, reducing development time by 40%. Removed a secondary chemical operation to increase utilization of floor space and eliminate $300K in annual expenses.

Operations - Led VSM, Six Sigma, and CQI initiatives; increased lean events by 70% and plant participation by 33%. Led or co-led approximately 30 Kaizen events and led the implementation of over 200 plant improvements based on VSM analyses. Developed and implemented Total Productive Maintenance (TPM) within the Wheel Value Stream, utilizing 50% outside resources, decreasing overhead costs by 30%, and increasing uptime by 35%. Reduced hazardous waste stream 100% from chemical operations while reducing operating costs 33%.

Process Improvement/Re-Engineering - Led technology integration and upgrades with a focus on Team Center and Uni-Graphics development. Upgraded new part processing standards and automated aspects of the Acquisition Requests process creating 100% improvement. Developed the tactical HR plan for automated intensification which placed new employees in key operating positions in half the time. Implemented technical reviews of New Product Development with 100% effective on-time-delivery to Product Engineering. Transformed manual chemical analysis of anodize tanks to an automated system reducing labor by over $300K annually. Integrated 3K plural paint system for use with chromate and non-chromate primers and urethane paints which reduced direct preparing materials labor by 80%.

Safety & Quality Programming - Reduced recordable injuries from 9 to 1 over 36 months, 88% improvement, with implementation of 100% incident reporting. Achieved AS 9100, ISO14001, and NADCAP Chemical certifications.

Assembly & Paint Group Lead (2004-2006)

Summary: Coordinated aircraft wheel and brake assembly and paint operations.

Achievement Highlights

Bottom-Line - Reduced annual costs (by $5-$10M) while improving OTD [on-time delivery]; achieved by reducing inventory & increasing inventory turn-overs, applying lean & LWW methodologies, eliminating costly outsourcing, and slashing labor costs (implemented flow and point of use inventory processes in conjunction with right size, best location work area ergonomics). Improved operating metrics in all dimensions, for example, labor costs were slashed by 25% in one period and OTD improved by over 14%, an achievement which set a new plant record for wheel assemblies.

Operations - Facilitated 1-piece flow production, implemented LWW processes, expanded CQI applications, and implemented a R&D effort to assess future paint and assembly options. Decreased standardization obstacles by eliminating 2 of 3 paints.

HR--Developed new job descriptions, reduced job classifications, expanded cross-training, and delivered a per employee efficiency increase of 16%.

Technical Leadership - Eliminated chromates in primers to exceed OSHA PPM standards.

Business Leadership - Developed a 5-year LWW plan for assembly and paint operations to eliminate outsourcing. Plan achieved delivery improvements and in-process inventory reductions including 3% improvement in direct hours. Introduced electronic manufacturing & assembly scheduling featuring near real-time tracking of OTD, quality, and customer/shop orders.

Wheel Assembly & Paint Lead Supervisor (2003-2004)

Delivered millions of dollars in annual values; reduced inventory by $2M, increased assembly monthly output from 2000 to 3200 pieces and broke productivity records.

Wheel Machining Lead Supervisor (2000-2003)

Large Wheel Machining Supervisor (1997- 2000)

Small Wheel Supervisor (1996)

Machine Operator /Programmer (CNC mills and drills) / Toolmaker / Machinist (1988-1996)

CROWN CONTROLS, New Bremen OH 1983 - 1988

Machine Operator /Programmer (CNC mills and drills)

Professional Development

Education: Bachelors of Arts (2006), organizational management major, Bluffton University. Associate of Science (2003), manufacturing technology, Edison Community College.

CQI Expertise: Kanbans, pull systems, Six Sigma, TPS, OEE, TQM. Rexnord problem solving and business systems training. Goodrich Lean Practitioner lll. Certified Leader, Continuous Improvement - Toyota A3, Rexnord LT, Rexnord SDT, Rexnord ET.

Management Control Systems: customized ERP/MRP; SAP/Axapta/Cincom/Cognos.

Certification Implementations: AS9100 & ISO 14001, NADCAP.

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