Manager Injection Molding

Robert E. Adair

*** ******** **** ********, ******* 36093 C 337-***-****

**********@*****.*** https://www.linkedin.com/in/robert-adair-aa612a16

Summary

A results-oriented senior operations executive with proven expertise in multiple processes and industries, such as temporary access systems (matting), injection molding, blow molding, compression molding, CNC machining, metal fabrication, dry & liquid filling, liquid blending/batching, and food plant sanitation.

Skilled in P&L management, R&D, new product development, new technology implementation, strategic sourcing, inventory control, production scheduling, labor relations (union & non-union), contract negotiation, supplier relations, and SOP development over multiple processes and businesses. Additional competency in safety programs, auditing, and compliance with internal, customer, FDA AIB, FISA, health department, ADEM, and other authorities.

Leverages strong communication, leadership, and team development skills. An experienced and cost-conscious problem solver who drives efficiency, quality, and profitability. Experienced with application of Lean and Six Sigma methodologies. Managed span of control over multiple geographically diverse facilities.

Experience

NEWPARK MATS & INTEGRATED SERVICES, LLC, Carencro, Louisiana

Vice President-Mfg & Ops, 2005-2016

Implemented SPC and DFSS programs as prelude to larger-scale Six Sigma process improvement program. Assigned as program manager to track and report focus progress of projects to divisional president as part of external consulting projects. Led education and implementation of Lean at company. Developed and implemented customer feedback system for division. Participated in R&D and brought several products to market. Developed key operations and strategic supplier relationships. Recruited and hired personnel. Troubleshot technical, manufacturing, field, legal, personnel, competitive, and other types of problems. Managed projects from $500,000 to $50,000,000.

Improved productivity of Bravo production line by 250% in first four months.

Oversaw installation and utilization of world’s largest commercial hot plate welder.

Increased plant efficiency by 50% over first two years on job.

Initiated 5S program to organize work space efficiently and promote safety.

Hired and organized formal materials management function for company, saving company $1,140,000 in first year.

Oversaw $847,000 savings from process variability improvements in first six months of Six Sigma program.

Achieved over 1,000 days accident free, record for facility.

Served as major driver to record revenue and profitability of mats division in 2014.

Recorded 20 consecutive quarters with 40% profit margins.

Reversed Northeast oil and gas business from $11,000,000 and in decline to peak of $70,000,000.

Built $40,000,000 state-of-the-art, highly automated manufacturing facility, including several proprietary processes.

Managed build of $10,000,000 engineering and divisional office complex.

Oversaw R&D department responsible for 11 patents.

Commercialized multiple new technologies in the field.

Developed new business outside oil and gas as part of diversification strategy as well as businesses outside Gulf Coast in Midwest U.S. and Western Canada.

CONSOLIDATED CONTAINER COMPANY, LLC, Demopolis, Alabama

Plant Manager, 2002-2005

Utilized CQV, 8D, 5 Whys, and other troubleshooting methods to troubleshoot process and qualify for new and existing molds, tooling, and molding equipment. Implemented SPC to monitor and support key center-lining processes. Oversaw numerous cost justifications of capital projects associated with upgrade of key equipment and processes. Implemented and utilized Lean manufacturing techniques, such as 5S, to improve plant performance. Supervised production, QA, shipping/receiving, and maintenance managers. Provided reports and feedback to remote manager. Improved plant safety performance. Managed union environment. Championed continuous improvement program. Developed key customer relationships and new business.

Improved Demopolis OIR from 6.8 in 2002 to 0.0 in 2004, maintaining safety as key focus.

Nearly doubled output from 2003 to 2004 while workforce reduced from 68 people to 47 people through cross-training, automation of some processes, and increased efficiency.

Converted on-site warehouse to enterprise-wide bone yard for 70 plants to achieve $300,000 savings for corporation.

Elevated AIB audit score from excellent to superior and sustained improvement.

Assured compliance with multiple food industry regulations and audits.

Additional Experience

PIKNIK PRODUCTS COMPANY, INC., Montgomery, Alabama, Operations Manager, 2000-2001. Staffed and trained crews and management to support new line/plant start-up of 600 to 700 bpm hot fill line to run 24/7 schedule. Developed additional key account to keep line sold out (Pepsi). Saved company 80,000 cases of finished product ($500,000) due to timely recognition of expiration dates and organized approach to sorting operation. Managed Tropicana account, including two new product introductions (16 oz. juice, 12 oz. smoothie). Acquired Ocean Spray Cranberries as key account for one production line.

WHITFIELD FOODS, INC., Montgomery, Alabama, Vice President, Manufacturing, 1992-2000. Oversaw profit and loss responsibility. Managed projects from $60,000 to $2,500,000. Reduced waste bills from $120,000/year to less than $30,000 per year and implemented comprehensive recycling program. Won business from Brahma (Brazil) for two years, off-season business against seven competitors, with value to company of over $1,000,000. Achieved material yield performance below contractual limits established with customer, with annual financial rewards of $50,000 to $80,000. Increased annual production levels from 3,500,000 cases in 1995 to 10,300,000 cases in 1999.

SCHLUMBERGER INDUSTRIES, INC. (FKA Neptune Meter Co.), Tallassee, Alabama, Production Supervisor, 1978-1991. Oversaw injection molding, plastic/metal machining, CNC machining, screw machines, sub- and final assembly, test, and packing department. Maintained excellent quality record. Utilized SPC and other diagnostic tools to ensure high-quality components, with tolerances measured in .000. Developed technique on shop floor, resulting in $100,000 inventory reduction. Worked all shifts and supervised groups of 16 to 40 skilled workers. Held other positions including production planner, inventory planner, stockroom clerk, receiving/shipping clerk, maintenance, and clerk.

Education

AUBURN UNIVERSITY, Montgomery, Alabama, B.S., Business Administration, 1986

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