Plant Manager Helping companies translate business goals to reality.

UDO PETER RODEMANN, MBA

www.linkedin.com/in/urodemann 434-***-**** ************@***********.***

OPERATIONS EXECUTIVE: Improves total value chain, supplier through customer.

Change leader in Fortune 500 and privately held companies across diverse industries. Solves strategic, business system, process engineering, and talent issues to ensure sustainable improvements in quality, production, and revenue. Adapts leadership style to meet challenges from start-ups to turnarounds.

Combines excellent leadership and team development skills with strong technical capability. Builds trust on all levels with internal and external customers, suppliers, and government agencies.

■ Leadership Development ■ Change Management ■ Manufacturing Optimization

■ Business Process Design ■ Supply Chain Improvement ■ Quality & EHS

■ Regulatory Affairs ■ Project Management ■ Engineering & Maintenance

EDUCATION

The University of North Carolina at Chapel Hill Kenan Flagler Business School 2015 Master in Business Administration

Completed Immersions in South Africa and India

Developed recommendation in Consulting Exercise for Whirlpool Corp.

Georgia Institute of Technology School of Engineering Bachelor of Science in Electrical Engineering & Certificate in Energy Engineering, with honors.

PROFESSIONAL EXPERIENCE

STUPP CORP Baton Rouge, LA

Technology, Operational Excellence, & Training Manager Plant Manager (weekends and other times designated by primary) 2011-2014

Facilitated strategic plan to initiate Lean in two-plant campus producing $680M of custom line pipe for oil & gas industry. Developed engineering staff and senior leadership team to improve processes and train workforce.

-- Reduced process failures 95% and improved throughput 20% by improving engineering design, maintenance, and work instruction for bottleneck of continuous process.

-- Improved throughput 5% and reduced start-up time to first good piece by building organizational support for Finite Element Analysis (FEA) modeling to define process.

-- Secured C-level buy-in to strategic 5-year plan, resource prioritization, and business process review implementing Lean Six Sigma / Toyota Production System elements.

-- Led company-wide culture change for work efficiency and cleanliness by driving adoption of 5S workplace standards and business process.

-- Increased engineering unit work output by one-third defining scope, priority, financial justification, and closure.

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VENTURE AEROBEARINGS, LLC (JV GENERAL ELECTRIC CO & SKF INC) Ladson, SC Quality, Supply Chain, & Customer Liaison Manager 2010-2011

Turned plant around by increasing revenue stream, accelerating production growth, and advocating quality culture. Guided 21 staff and leadership team in manufacture of jet engine bearings.

-- Increased revenue potential 1,000% by dramatically accelerating process for gaining stakeholder buy-in for new initiatives.

-- Ramped up output by establishing weekly performance review of process-specific KPIs that prioritized assembly completion, and established corrective action accountability.

-- Earned “Zero Defects” award by gaining employee commitment to improved quality practices and understanding of customer / legal requirements.

TIMKEN CO Altavista, VA

Engineering, Supply Chain, Quality, & Production Manager Plant Manager (weekends and other times designated by primary) 2000-2009

Led local and corporate leadership team to change organizational roles, technical solutions, and business processes to benefit entire value chain and improve customer ranking from worst to best. Directed 75 associates in automotive OE with $495M+ annual sales. Responsible for sites within company and customer.

-- Reduced local customer complaints from 40 per year to 2 and freed $M+ annually.

-- Reduced supplier related pass-through complaints 97%.

-- Led plant to record throughput, quality, cost, and safety performance, earning corporate recognition for best business and quality management system relative to 88 plants.

-- Improved customer satisfaction, reduced business risk, enhanced throughput and reduced total cost by establishing end to end supply chain process for enterprise.

-- Developed quality reports to become leaders responsible for business performance of assigned production line. Facilitated production team decisions, trained personnel, spoke with customers, and led corrective action in all steps in value chain.

-- Saved $3M+ annually in containment costs by asking crucial questions. Improved throughput, cost, and on-time delivery by revising process for all plants in value chain.

-- Successfully integrated new product introductions in flawless launch of 101 process and product changes that incorporated 27 suppliers, 17 process changes, 55 supplier process changes, 3 new suppliers, and 8 customers.

TENNECO INC INGERSOLL-RAND PLC MEAD CORP PROCTER & GAMBLE CO

Manager for Operations, Process & Facilities Engineering, Maintenance, Quality, EHS.

-- Improved customers’ bottom line 3-5% and preserved future sales by improving quality.

-- Mitigated environmental fine by $700M with focus on integrity, creativity and teamwork.

-- Justified years of $9M+ annual spend, upgrading technology and training workforce.

-- Improved uptime on key equipment from 30 to 95%, eliminating order backlog.

-- Oversaw SAP ERP Software engineering and quality implementation on schedule.

-- Shared value-added insight as Lead for corporate ISO / QMS audit team; built consensus.

-- Successfully overcame union resistance to technology and promotion requirements.

-- Coached reporting team up to 150 personnel in multiple disciplines.

-- Consistently met business performance goals as operations manager.

-- Proactively engaged government EPA and OSHA regulators to bring closure to issues.

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