Rabih (Robby) Hoblos

Erie, PA

www.linkedin.com/in/rabihhoblos

acxuif@r.postjobfree.com 330-***-****

Manufacturing Operations Executive

Optimize Operational Performance Exceed Revenue and Cost Saving Target

Develop collaborative leadership team focused on improving key performance indicators, leading integration projects and cost reduction initiatives and transforming plant environment through Lean and Six Sigma methodologies. Self-motivated, data driven, quality, innovation, troubleshooting problems, and customer satisfaction oriented. Strong business acumen, conceive, develop, and launch new products. Adept at creating performance culture through continuous improvement and talent development. Intuitive, analytical leader known for personal credibility, integrity and effective communication.

Operation Management Restructuring and Turnarounds Project Management Leadership Assessment & Coaching Quality Assurance Management Corrective/Preventive Action International sourcing & Procurement Strategic and Operational Planning Profit & Loss Management Lean Manufacturing & Six Sigma Product Innovation Portfolio ISO-9001 Certification Management

GAF BUILDING MATERIALS, Dallas, TX 2012 – 2015

GAF leads North America in residential and commercial roofing manufacturing with nearly 3B in sales.

Director of Manufacturing Operations

Reported to Vice President Operations / Chief Operations Officer (COO). Led 4 manufacturing facilities produce roofing products for commercial and residential markets with combined sales of more than $400M. Managed 4 direct reports, 28 indirect reports, and 600 employees.

Implemented the operational excellence principals, developed plant leadership team, drove disciplines, and share best practice throughout the plants increasing operations margin 14% and achieving recognition for facilities with Most Improved Cost Productivity in a year. Directed environmental, health and safety initiatives resulting in improvement in total incident rate and reduction in Lost Workday incident rate.

Facilitated customer-centric and metric-driven culture by improving collaboration between commercial and operations teams, creating accurate sales reporting tools, and implementing enhanced pricing practices. Led the innovation portfolio and reestablished credibility with sales force, resulting in 10% improved standard margin.

Reversed 3% loss into 6% positive operating income by optimizing products specifications, driving processes improvement, and applying Six Sigma / lean manufacturing methodology. Supported day-to-day operational issues by working with cross-functional team and coaching plant managers on problem solving and process improvement to increase production efficiency and constantly increase OEE (Overall Equipment Efficiency), KPI (Key Performance Indicator), and maintain high quality.

Developed and drove Business Road Map in collaboration with other business functions, including innovation portfolio, new product development, cost reduction strategies, capital projects, process optimization, and available and necessary resources. Detected, managed and eliminated project risks, delays, and gaps in resources. Directed and ensured timely delivery of assigned innovation projects, within allocated budget.

Reviewed employee performance and developed Organizational Capability Review plan on yearly basis, including development and succession planning, across the business units.

Developed an expenses budget per plant and provide cost per unit to corporate. Analyzed P&L on a monthly basis and implement action when necessary.

Rabih (Robby) Hoblos acxuif@r.postjobfree.com Page Two

SOPREMA INC. Wadsworth, OH and Gulfport, MS 1993 – 2012

French owned company, leader in styrene butadiene styrene engineered asphaltic membrane with $1.5 B in sales.

Plant Manager/Operations Leader, Wadsworth, OH and Gulfport, MS 1999 – 2012

Directed all manufacturing activities with annual sales of nearly $130M. Reported to Vice President/General

Manager. Supervised 10 direct reports, 14 indirect reports and 250 employees. The Wadsworth manufacturing

facility achieved effectiveness rating of third best of the 14 operating units worldwide in 2010, 1st in 11 from 2004 to 2007.

Restructured and synchronized leadership team of under-performing facility in midst of plant consolidation by instilling rigorous processes and disciplined execution among staff. Team achieved 1st year productivity increase of 20% and decreased related production cost by 5% and continued delivery of similar metrics over the course of 4 consecutive years, exceeding operating margin commitments to budget and board estimates.

Developed and institutionalized numerous ISO standards “ISO 9001, 18001 and 14001” ensuring business operations were as efficient as possible, as well as quality manual, quality manual implementation processes, and QMS policies across organization and throughout all design centers. Enhanced customer satisfaction, and enabled company’s access to international markets.

Led process definition, standardization, and continuous improvement across all business segments.

Reduced overall product defective rates for 4 consecutive years by implementing focused quality reviews, extensive process audit and global corrective and preventative action database.

Implemented customer scorecard process and trained all associates enabling sales to validate performance with customer.

Coach plant staff on how to increase production efficiency and process improvements in order to constantly increase OEE, maintain high quality, reduce waste, improve KPI and ensuring a safe work environment is maintained in all facilities and environmental standards are met.

Developed and Controlled budget per plant, and provide cost per unit to corporate. Analyzed P&L on a monthly basis and implement action when necessary.

Developed and executed Business Road Map, short and long term, with defined objectives as well as goal setting for the plant employees. Business Road Map including innovation portfolio, new product development, cost reduction strategies, projects, process optimization, and available and necessary resources.

Developed OCR (Organizational Capability Review) Plan to help in talents selection and provide necessary training for their success.

Facilitated reduction of inventory levels and excess/obsolete materials by partnering with suppliers and manufacturing facilities. Led inventory reduction initiatives reducing overall gross inventories 30%.

Directed and led the global product innovation portfolio resulted in quadrupled sales volume and reduced production cost 14%. Promoted innovative ideas for development of product concept, launch and marketing. Identified customers’ product demands, developed appropriate brand positioning, and collaborate with sales and marketing teams on business plan.

Initiated, supported and included customer co-innovation and Voice of Customer feedback into innovation projects.

Detected, managed and eliminated project risks, delays, and gaps in resources. Directed and ensured timely delivery of assigned innovation projects, within allocated budget.

Recommended and implemented new equipment that enabled recycling of select raw materials and minimized raw material loss by 85%.

Rabih (Robby) Hoblos acxuif@r.postjobfree.com Page Three

Soprema Inc (Cont.)

Hired and collaborated with logistics specialist, standardizing freight and fuel surcharge cost/mile. Established new agreements with key transportation player that reduced costs from 11% to 6%.

Operations Leader, Soprema USA Inc., Wadsworth OH & Gulfport, Mississippi 2007 - 2010

In 2005 I was selected by senior executive team to lead start-up of a new, multi-million manufacturing facility. Hired and trained a Plant Manager, Production, Maintenance, Quality, Shipping, and Purchasing personnel. Purchased equipment. Installed proprietary production management system. Sourced and approved local raw materials suppliers. Spent two weeks out of each month at this facility while continuing responsibilities in Wadsworth.

Initiated a rigorous training program to build skills and team effectiveness. Training included: formulations, product specification, quality assurance, end usage of the products. Achieved performance standards that exceeded first-year goal by 20%.

Plant Manager, Afric Industries, Morocco 1989 - 1992

Manufacturing of BOPP for packaging

Manufacturing of Hot melt pressure sensitive tapes

Design Engineer, North Africa Packaging and Design, Morocco 1984 -1989

Design and Turnkey of Packaging Operations: Plastic manufacturing facilities including purchasing, installations and operations of:

oPlastic Film Extrusion Machines; Blown film for packaging and agriculture purpose up to 32 ft wide.

oPlastic Extrusion Machines; pipes and sheets

oPrinting machines

oCutting and welding machines for customized items shopping bags and packaging.

Education

State Diploma in Engineering, specializing in Plastics, Institut Algérien du Pétrole, Cité De Boumerdes, Boumerdes, Algeria. This university is aligned with Stevens Institute of Technology, Hoboken, NJ. Bachelor of Science equivalent, Chemical Engineering, (Foreign Credential Evaluations Incorporated).

Studied Organic Chemistry, Plastics, and Petroleum Sciences

Publication: Assisted Professor M. Xanthos in his project (Processing conditions and Coupling Agent effects in polypropylene/wood flour composites) Reference; Plastics and Rubber Processing and Applications Vol. 3, NO. 3, 1983.

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