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Supply Chain Manager

Dayton, Ohio, United States
October 11, 2016

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Robert J. Erbaugh

**** ******** ****** *********, **** 45409

Cell: 937-***-**** Email:

Career Summary

I am a Manufacturing Professional with 30 years of experience within Industry. Focus in Machining, Fabrication, Quality, Safety, Human Resources and process improvements utilizing Six-Sigma and Lean Manufacturing tools and implementation in all aspects of Operations including Engineering, Supply Chain, and Production. Bridging the gap between the plant office and plant floor and creating value added improvements while developing employees and other assets while improving the bottom-line. Focus is on my combination of hands on plant floor manufacturing knowledge and experience and excellent employee leadership, training, growth and guidance. From ATK onward I have been a great supporter and implementation maker of the various aspects of TPS (Toyota Production System) tools and techniques to help companies improve not only their bottom line but also their greatest assets of all, their work force.

Professional Experience

Strategy3 (ImpeMentor of Manufacturing Solutions) 2016 - Present Responsibilities:

Provide Manufacturing Improvement and Guidance Solutions to all types of Manufacturing Environments and Industries using lean processes and tools.(Poke Yoke, 5s, waste elimination, standardization processes,etc)

oQuality oversite and implementation support and ensure compliant to standards for industries using six sigma tools (Cp& Cpk, etc)

oEngineering and Operations improvement and increase in throughput through Lean and Six-Sigma methodologies

oWarehousing setup and design

oSupply Chain improvement and set-up

oImplementation of ERP systems

oEstablish Baselines and Key KPI’s to track progress on improvements and sustainment

oProcess design and improvements

oMedical, Aerospace, Composites, Defense, Automotive, Heavy Equipment and Machinery, Food and Dairy industries

Dysinger Inc (Assistant Quality Manager, 4 direct reports) 2015-2016 Responsibilities:

Organizational Change from Automotive to Aerospace Industry

oEnsure that the organization is compliant for IS/AS standards

oImplementing and installing continuous improvement initiative to ensure a safe work environment, at least 98% on-time delivery, and zero quality defects and customer returns

oDesigning KPI’s and Metrics to track progress of change and improvements

oRecommend and design new documentation control system

oRecommended ideas to Engineering on how to achieve the organizational “Golden Router” to achieve optimal efficiency and cost effectiveness

oDesigned and implemented new Standard Operating Procedures (SOP’s) and Work Instructions (WI’s) to improve process reliability and repeatability and efficiency

Xperion Energy and Environment GmbH (Plant Production Manager, 15 direct reports so far) 2014-2015 Responsibilities:

New Plant Start-Up

oOversee and lead the construction process of the new USA Plant

oOversee plant set-up and capital equipment

oScheduling, planning and leading production

oInstalled Key Metrics to track progress of line start ups

oPlant and Equipment Maintenance

oHiring personnel and training

oEstablishing Safety, Lean Efforts, Employee and Quality Manuals and Certifications

oLed Engineering efforts

oLeading Supply Chain efforts

Oversee Germany Vendors of needed Equipment for New Plant

Establishing new vendors for plant supplies including supplies needed for manufactured product

Establishing Supply Chain Infrastructure for costs and supply needs

Establishing and Planning Vendor Audit process for a successful Supply Chain Venture

Mazak Corp (Plant Superintendent, 4 direct report managers, 16 supervisors, 600 down line reports) 2012-2013 Responsibilities:

Budgetary responsibility (P&L) of a $18 Million per month revenue plant with a $7Million per month plant budget

Leader of 4 direct reporting managers, 16 direct Supervisors, and about 600 indirect employees across a 3 shift operation

Employee Relations (HR efforts)

Plant Safety and Environmental efforts

Quality Improvements – established metrics and KPI’s to track progress from baseline established in key areas

Departmental communications

Increased Vendor Quality

oLed efforts to audit all Vendors

oEstablished supply Chain to enable a Just-In-Time Manufacturing set-up

oEstablished Vendor training programs to enable best, and full efforts of company needs and vendor efforts

oEstablished needed pricing system with select vendors and products

Leadership, Ethics, Safety, Quality as well as developing and maintaining the apprenticeship program, the trainee program, etc.

Lead and Implement Lean and Six-Sigma Strategic & Operational Strategies-Philosophies-Techniques


Dropped Work In Process (WIP)overages per month from about 50% to just 10% to 15% each month

Improved machining output by justifying the need for $7million in capital purchase of new machinery and equipment to better meet the organizational goal of 200 machine tools per month

Decreased Safety issues by 50% in 6 months

Decreased bad monthly quality hits by at least 60%

Implemented program in Fabrication Department to eliminate $1.8MM per year in scrap product and rework issues

Belcan Engineering (Contract to Rolls Royce) (Supplier Development Manager in Supply Chain) 2011-2012


Assisted RR vendors and Supply Chain with Quality, OTD, and Manufacturing Process Improvements


Responsible for increasing a vendor’s quality rating from 38% to 78% (40% increases in quality score) in just three months.

On-Time-Delivery score also increased by about 15% in the same time frame because of these efforts.

Justified the purchase of about $4 million dollars of new capital equipment that helped increase quality and on time delivery of Rolls-Royce products

Established best practice within the Supply Chain to better match Rolls-Royce requirements and needs

All completed with Key Metrics and KPI’s for progress reporting and goal reaching

Millat Industries Corporation (Machining Manager, 12 direct reports) 2010-2011


Managed the day to day operations of the machining department including but not limited to continuous improvement (through needed metrics tracking), employee management, project planning, project schedules, and general leadership and training.


Decreased production times on projects by introducing new tooling and processes with emphasis on continuous improvement initiatives. Improved process capabilities by up to 35% on four different projects in just three months time by adding in adaptive machining capabilities and various fixturing and CNC programming parameters and updates.

ATK Space and Sensors Division (Operations Manager, 30 direct reports) 2002-2009


Led Machining, Composites, Quality, Safety, Maintenance, Testing, Manufacturing/Process Engineering, Purchasing, Planning and Scheduling Departments

P&L responsibility of an average of $3 to $5 Million per month departmental budgets

HR functions (interviewing, hiring, terminations, training, succession planning, employee engagement, etc.)

Established Supply Chain set-up of all production tooling and supplies

oNegotiated best cost lay-out

oEstablished and conducted Vendor Audits and training sessions

oArranged Supply Chain for best Just-In-Time Manufacturing Practices


Helped plan and design of new manufacturing facility

Helped implement and design top metrics and KPI’s for implementation and sustainment of success

Created a $20,000 per month savings on tooling in the Machine Department

Improved On-Time-Deliveries from about 40% to a near 85% per month rate in only 5 months utilizing Lean Methodologies and Implementing Cross Functional Departmental Meetings and Teams

Created a $1MM savings in equipment upgrades with a new machine readiness program

Secured additional $6MM dollar phase one project utilizing Lean and Six-Sigma Tools and Methodologies

Prior Experience:

Starwin Industries (Lead Machinist, Manufacturing Engineer, Estimator)

Thaler Machine: (CNC Supervisor)

Precision Patterns: (Lead Machinist)

JBK Manufacturing: (Machinist)

Federal Pattern Works: (Apprentice)


Continuing Education on Engineering Courses (many completed Mechanical and manufacturing Engineering courses)

Currently working on Six sigma certification

Master of Business Administration (MBA)/ Operations Management (University of Scranton, est. completion June 2017)

Bachelor of Science Degree in Business Management (University of Phoenix, 2010)

Machine Trades Certificate Greene County Career Center

Diploma Fairborn High School

Professional Development

Continuing Education in Engineering (on-going)

APICS (in process)

ASQ (courses taken)

PMP (courses and studying for test)

Six Sigma training (SSGB trained, some SSBB courses completed)

Lean Manufacturing

Leadership Training

ASE Certifications

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