Robert P Torresin

**** ******* *** ************* ** 17050

H 717-***-**** M 717-***-****

acz8ih@r.postjobfree.com

Results-focused leader specializing in driving operations growth, building solid teams, creating strategic initiatives, providing world class customer service, and cultivating a strong company image eager to offer over 20 years of experience toward maximizing a top employer's success.

PROFILE OF QUALIFICATIONS

•Integral leader who offers proven experience in small to large-scale busness optimization, including designing, developing, and implementing forward-thinking programs, processes, and procedures to achieve continued key growth and productivity.

•Top performer who excels at analyzing operational needs, identifying growth opportunities, and defining strategies to inhance companies overall bottom line.

•Ambitious self-starter who plans, prioritizes, manages, and completes tasks within fast-paced, deadline driven situations.

•Excellent communicator who interfaces between executives, sales/business teams and customers.

KEY AREAS OF EXPERTISE

Lean Manufacturing/PDCA Project Management Effective Communication Team building/Training process Coaching/Mentoring Process Improvement

Strategic Analysis/Planning Staff Workflow Prioritization Problem Solving

Critical Thinking Quality Assurance Operations

PROFESSIONAL SYNOPSIS

Experience

Morgan Corporation -Morgantown PA 8/2016 - Present

Plant Manager

•Directly responsible for 2 plants overseeing production and Paint facilities for truck body manufacturing

•Chair of the Joint Health and safety committee.

• Implementing lean culture by transforming to a lean organization thru coaching and mentoring direct reports on basics of 5s and Kaizen activities, gemba walks, PDCA

•Improve safety from a culture of over 10 point Recordable Rate to zero accidents

•Improved quality over 50% in the last 6 months through root cause analysis/one point lessons

•Increase production 33% through the use of takt times, work instructions, and standardize work.

Volvo Construction Equipment – Shippensburg PA 9/2013 – 8/2016

Global Core Director

•Responsible for 5 plants covering Europe, Asia, India and South America

•Coordination of Order to Delivery (OtD) activities necessary to implement changes between core and hub plant across streams (including Operations, Purchasing, and Technology)

•Successfully implemented 3 compaction models in Germany, 1st time Start of production was on time and under budget.

•Worked with Brazil to customize cab projects for Africa under tight deadlines to complete project with no quality issues and delivered the project 1 month earlier.

•Coordinate all aspects of change including gap analysis, stakeholder buy-in, training, communication/coordination and sharing of best practices to ensure SQDCEP targets.

•Develop an overall OtD plan including deliverables with time plans for each by function/department between core and hub plant.

•Work with responsible areas to identify risks, address issues, prioritize, generate alternatives and resolve conflicts

•Work with functional management to identify project resource requirements (sizing, skills, timing)

•Define and coordinate delivery of project communications.

•Track/forecast/report program metrics actual vs. goals

•Conduct/implement best practices between plants

•Engaged in SCRUM engineering team working on Product launches, specifically with Soil compaction. Planning and executing on production preparation initiatives.

Volvo Construction Equipment – Shippensburg PA 7/2009 – 8/2013

Director of Production

•Directly responsible for 200 employees (two plants) in a non-unionized environment producing on average 1800 production units on 7 different production lines.

•Worked with 4 direct reports to enable the production lines to increase productivity on average 15% year over year by introducing standardize work, value stream mapping, adding new support group (team leads), through Kaizens (186 in 2013) and lean principles.

•Safety standards decreased from 30 accidents in 2008 to 2 in 2013 by initiating daily standup meetings, gemba walks, introducing safety leads and weekly/monthly management audits.

•Increase quality standards by 20% in 2010 and another 35% in 2013 by initiating First Time Through audits (FTT), introducing quick response problem solving to shop floor employees, gathering data from warranty claims and working on root cause analysis with collaboration from all departments to resolution.

•Introduced daily visual Key Performance Indicators (KPI’s) throughout operations, increasing customer on time delivery from 65% to 95% through 2013

•Developed training matrix and actual training center to help increase flexibility in assembly plant for variable increases/decreases on certain lines based on seasonable forecast

•Reduced annual costs by 11% through realignment of staffing patterns, restructured production scheduling, introduced improved materials, and planning procedures. With an annual budget of $15 million

•Reduced overtime from 22% to less than 2% with a simultaneous 25% increase in production volume.

Volvo Construction Equipment – Goderich Ontario Canada 6/2007 – 7/2009

Operations Manager

•Responsible for managing all fabrication and assembly for a $500 million, 350 unionized employee motor grader division

•Engaged in planning, staffing, and managing the annual $25 million budget to sustain staffing, testing, quality assurance and material/production control.

•Supervised 10 subordinates including the Supervisor of Maintenance, Senior Section manager and 8 Section managers.

•Provided crisis management during a period of rapid contraction in sales. Devised methods to conserve cash, orchestrated strategic staff reductions, liquidated excess inventory while maintaining productivity and quality KPI’s.

•Reduced overtime from 13% to 4 % with a simultaneous 17% increase in production volume, all while maintaining excellent relations with a powerful international union.

•Contributed to the growth of Volvo Construction Equipment – Canadian Operations as revenues increased from 200 million to 500 million in sales. Improved profits from a loss to net profit turnaround of $29 million

National Steel Car – Hamilton Ontario Canada 2003 - 2007

Director Fabrication/Planning

•Responsible for 250 unionized employees producing average of 250,000 quality rail car parts per month for on time delivery to the customer.

•Direct involvement with initial startup of lean manufacturing in the Fabrication department and restructured the entire fabrication floor (200,000 sq. ft) to accommodate process flow and cell development

•Trained employees and staff for preventative maintenance, process mapping, Kaizens, set up reduction and 5S programs.

•Responsible for production efficiencies of 6 plasma tables, numerous press brake machines (up to 1500 ton), shears, coping, beveling, oxy table, and CNC milling machines.

•Set up capacity plans and lead times based on 4000 rail cars per year

•Worked with supply management for all outsourced parts and best mix for overall cost.

•Promoted in 2006 reporting to the C.O.O. to restructure and start lean practices in the Robotic Department and Production Line #4 (sub assembly) as well as maintaining other responsibilities in fabrication and planning.

•Direct involvement in the “Asset Management Group” working with the Interim V.P. of Logistics with future plans of taking on full responsibilities of the department.

Leroux Steel - Cambridge Ontario Canada 2001- 2003

General Foreman 2001

Promoted to Port Robinson Division as Plant Manager overseeing 68 unionized employees

Cold Metal Products/Maksteel – Hamilton Ontario Canada 1989 – 2001

Promoted to Foreman 1995. Supervised 30 employees.

A.W.Chesterton- Burlington Ontario Canada 1985 – 1989

Sales Representative for Hydraulics/Pneumatics seals and Pumps

Successfully revived a relationship with Ford of Canada to become one of the largest customers

Over $1 million annually. Sales rep of the year in 1987-88.

EDUCATION

Business Administration Mohawk College 1981 – 84

Bachelor Degree

Major in Marketing and Production Planning

Hydraulic and Pneumatic training, case study 6 month

Massachusetts Institute of Technology

Ivey School of Business- University of Western Ontario. Executive Training

Various managerial and quality improvement courses

Green Belt certification

Lean Manufacturing Certificate – University of Kentucky

Lean Manufacturing Executive training - University of Kentucky

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