Michael Roberts

Assistant Production Manager (Operation Manager)

Bartlett, TN 38134

aczslu@r.postjobfree.com - 901-***-****

WORK EXPERIENCE

Assistant Production Manager (Operation Manager)

BROTHER INDUSTRIES U.S.A - Bartlett, TN - 2012 to 2016 Bartlett, TN

$120M office and home electronics manufacturer, owned by multi-billion-dollar international corporation. Assistant Production Manager (Operation Manager) 2012 to 2016

• Managed 7 Supervisors with 213 people.

• Reporting to the Director

• Piloted diverse type of lines including:

- Straight Line - New Assembly - Multi-shift Department

- Cell Line - Refurbishment - Product Verification

- Automation - Special Projects - OEM

• Managed following departments:

PCB - 4 manual lines with automation lines with SMT, axial, radial and solder machines

Injection Molding - 4 machines with robots

P-touch (RF Packaging) - 3 lines manual and 1 automated

Refurbishment - Toner, K7 (mailing machine), GEM (mailing machine), Midjet (mailing machine), Printers

(clean and wipe) and Typewriter

Completed new build - Excalibur (mailing Machine), Abra (laminator)

Part Sales and Pick Pack Ship - Kitting and packaging of part and subassemblies

Product Verification- RTS (to China, Vietnam) Connect+ (Testing China Units)

Other - Shipper (Store Displays), MRO, Recycle, Epoxy, Pad printing

• Manufacturing Department:

Manning - Forecast, control, and analysis; including contract personnel.

Budget and Cost Control - Supplies usage and analysis. Capital decision making.

Leadership Development and Onboarding - Developed program, trained, and followed-up.

5S- Developed program, education, and implementation

Efficiency - Created targets and spearheaded areas for improvement

QCC - Improvement activity

Hashira - Business improvement/transformation. Brother's Manufacturing system. Area Supervisor

- 2004 to 2011

• Managed 4 Supervisors with 167 people

• Reporting to the Director

EDUCATION

Bachelor of Science in Computer Technology

University of Memphis - Memphis, TN

ADDITIONAL INFORMATION

Core Competencies

- Operation Management and Business Development / Transformation - Change & Turnaround Management. Startup & Product Launch.

- Cost Reduction & Control, Manning Analysis,

Departmental P&L

- Microsoft Office - Excel, Word, PowerPoint, Outlook, Access

- Lean Manufacturing / Continuous Improvement - Forecast and Budgeting, KPI Development

- 5S and Safety Education and Implementation

- Quality Management / Root Cause Analysis

- ISO 9001 and 14001

- Inventory and Parts Management.

Achievements and Value

• Delivered efficiency improvements over 5 years, resulting in $1.8M in manning savings, exceeding 10% improvement goal each year, resulting in a reduction of 45 people.

• Reduced P-parts (part damage caused by operators) by reviewing all issues with each supervisor and implementing corrective actions, saving $1.4M+ over 5 years.

• Mentored Quality Control Circles (QCC) activities, saving company $0.37M.

• QA Defects Rates- TW (1.99% to 0.65% with a goal of 0.98%); IM (0.05% with a goal of 0.30%) PT (0.003% with a goal of 0.3%); GEM (2.64% defects to .80% defects); C+(0% for 26 months); Ton (0.01% goal 0.04%); EX (0% for 17 months); RTS (0.9% goal 0.2%). Used root cause analysis methods (5 whys, fishbone diagram, brainstorming, QKY, charts, and video) with production, QA, and engineering teams.

• Nurtured and developed 9 people into supervisors; 4 supervisors won Leadership award. Created training material for onboarding, education, guideline usage, and job description.

• Drove successful start-up launch of PCB 2nd shift and RTS departments (returned printer verification); implementing new ventures into injection molding, RF packaging, and mail machine assembly.

• Initiated turn-around in underperforming areas:

Typewriter repair - increased output by 21% in less than 2 weeks. Improved units from 7.18 units to 13.84 units per person by end of year. Reduced leadership staff from 6 to 2.5.

PCB - Improved efficiency by 14% in 3 months. Cut supervision 50%.

Gem (mailing machine) - Increased daily average from 246.4 units to 301.2 units per line. Prior management made 300 only 7 times in previous 2 years. Improved receiving line by 240%, increasing from 450 to 1,100; closed 2nd shift receiving line, reducing 16 people.

• Appointed by President to spearhead business transformation activities in production department, as Hashira trailblazer, meeting manufacturing standards. Led production, engineering and QA teams, increasing audit score 60% (23.4 points from starting point of 14.6 points).

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