Bob Schulmeister

864-***-****

acwdsr@r.postjobfree.com

PROFILE

A successful, hands-on, results driven Plant Manager experienced managing fast paced Injection Mold Tier 1 automotive suppliers with full P&L responsibilities. Trained in Japan and America in TPS, Lean Mfg, 5S, Kaizen and used this to change culture and turn several plants around. I’ve developed budgets, KPI’s, Business plans and accountability resulting in improved quality, safety, customer satisfaction and margins. I am extremely adept at working within fast-paced environments and have an unrelenting drive for success.

PROFESSIONAL EXPERIENCE

Otto Environmental, Charlotte North Carolina

Plant Manager, 2015 - Present

Responsible to turn Injection Molding company around and change the culture of an underperforming company

Implemented 5 S and audit system for sustainability

Developed a new pay for performance wage system

Implemented a new hourly work schedule to keep plant running 24/7 while reducing turnover

A L Industries, Greenville South Carolina

General Manager, August, 2012 – 2015

Responsible to launch the first USA based Injection Mold manufacturer for a Global automotive supplier of Filtration products

Worked with State officials for county and state incentives

Researched and finalized location to serve our needs

Met with executives from China, Bulgaria and Israel to establish infrastructure of new company

Researched and developing local suppliers

Plant layout for Lean operations

Manufacturing at 90% capacity 6 months ahead of plan

Out producing sister plants in Bulgaria and China

Set injection machines to allow 1 operator to run two machines lowering costs and increased production

0 customer PPM

TS 16949 certification target 1st qtr 2015

Oiles America Corporation, Concord NC

Director Operations/Plant Manager, 2006 - 2012

Turn around a $80,000,000 operation with a staff of 200 for a global Japanese Tier 1 automotive Injection Mold and Assembly manufacturer of self lubricating bushings and bearings for Ford, GM, Toyota and Honda.

Led TS 16949 quality improvements resulting in zero non-conformances for 6 straight surveillance audits

Earned best in class for cleanliness and organization by implementing 5S culture

One of 10 global suppliers to Honda to earn both 100% on time delivery and zero PPM 2 years straight

Reduced scrap 53% in three years by Poke Yoke activities

Reduced unscheduled downtime 73% through Lean Mfg techniques

Implemented plant-wide Kanban system, reducing inventory by 30% and increasing turns 20%

DE-STA-CO Manufacturing, Troy MI, August 1993 - 2006

Served in numerous manufacturing leadership capacities for this $200,000,000 industry leader in precision Metal stampings for Tier 1 and Tier 2 Automotive. This 500 hundred employee company supplied Toyota, Ford, Chrysler and GM.

Vice President of Global Operations, (2002 - 2006) (DE-STA-CO)

Responsible for overall operations of six global facilities (one UAW) in North America, South America and Europe including capital investments, compliance to local laws and regulations, safety, union negotiations and P&L.

Identified new Market segments overseas significantly expanding customer base

Launched the start up of the Brazilian operations from ground breaking to first customer shipment

Responsible for 6 Plant Managers

Developed closed loop waste water system with annual savings exceeding $250,000

Automated inspection process, improving ergonomics and reducing labor by $350,000 annually at UAW plant

Eliminated 50% of manpower in finishing department at UAW plant

Implemented 5S throughout entire organization

Negotiated a new three year contract with UAW allowing for fewer job classifications and more labor flexibility

Reduce overall company scrap by 5%

Implemented lean manufacturing processes at each location

Adhered to TS 16949 requirements resulting in certification

Director of Operations, North America (1997 - 2002) (DE-STA-CO)

Managed three North American plants with P&L responsibility

Coordinated the inception of manufacturing in Europe including plant location, capital investments, layout and personnel hiring

Led customer presentations detailing capabilities and solutions to their needs

Implemented TPS and other Lean Manufacturing systems resulting in 15% increase in productivity while reducing labor by 20%

Closed manufacturing plant in North Carolina and successfully merged manufacturing processes into other facilities without missing customer demand

Negotiated wage concessions with UAW

Increased strokes parts per minute 40% reducing overtime.

Plant Manager (1995- 1997) (DE-STA-CO)

Responsible for day to day operations

Transformed an under-achieving plant into the most profitable plant within DE-STA-CO

Automated stamping presses reducing labor 30%

Led activity and strategy for union avoidance

Planned and executed plant expansion

Reduced employee turnover and improved morale by installing a culture of ownership and giving each associate the autonomy to make decisions and hold accountable for their actions

Quality Assurance (1993 - 1995) (DE-STA-CO)

PROFESSIONAL TRAINING: Lean Manufacturing, TPS, Kaizen, Kan Ban, 5S, TS-16949

EDUCATION: Business Mgt

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