Manager Plant

Robert P. Clark

*** ************

Madison, AL *5756 E mail: ************@*****.*** Cell Phone 256-***-****

PLANT MANAGER / GENERAL MANAGER

A dynamic and enterprising manufacturing executive with extensive experience in plant management, safety & accident prevention, P&L oversight, budgeting and cost management, business development, strategic planning, customer service, engineering management, supply chain management, continuous improvement through Lean manufacturing. Utilizes extensive leadership, interpersonal skills, and communication and management experience to motivate and foster cross-functional collaboration throughout the plant and include off site subject matter experts in the decision-making process. A thorough and dedicated leader with proven capabilities managing highly complex automated manufacturing processes, semi-automated processes as well as manually required assembly processes to meet the goals of safety, quality and productivity for long-term business growth.

PROFESSIONAL EXPERIENCE

Plant Manager

Tenneco (Federal Mogul) Athens, Alabama August 2018 – Present

Transferred to the Athens plant to address long term systemic Quality and Productivity problems. This plant has historically underperformed for the last 7 years. In 2018 the plant lost $1.5 Million EBITDA on $114 million in sales Senior leadership within Tenneco asked me to come down to stabilize the plant as I have in previous positions within Federal Mogul and previous executive leadership positions stabilizing underperforming plants. I report directly to the Director of Global Operations with full P&L responsibility for more than $100 million in revenue. Leading this plant with 3 Value Stream Managers and 6 other direct reports including, engineering, finance, HR, safety, logistics and purchasing and more than 700 Direct, Indirect and other salaried personnel

• Finished 2019 with a TIRR of 0.70 with over a million hours worked and no lost workdays

• Launched PLEX ERP software. Trained, debugged and modified modules in finance, production control,

logistics, quality and purchasing to improve plant performance

• Plant turned a positive profitability for the first time in 3 years. Developed 2020 Business plan to include a 5%

improvement over prior years result

• 50% improvement in customer complaints, 9 of 10 major customer scorecards are green

• Improved on time delivery to 98% reducing Expedited Freight by $1.6 million 2019. Using Value Stream

Mapping, scheduling and problem solving to make the right parts at right time in right quantity.

• 25 flawless launches in 2019, 4 major new program launches without customer disruption or quality issue

• Reduced extra sorting costs from $1.5 million

• Reduced inventory by $3 million while improving production metrics including inventory turns, 40%

improvement

• Labor productivity improvement of 7% in pieces per labor hour

• 20% improvement on scrap

Plant Manager

Tenneco (Federal Mogul), Frankfort, Indiana 2011 – 2018

I reported directly to the VP of Global Operations with full P&L responsibility for more than $100 million revenue of precision machined components for light vehicle and heavy-duty truck transmissions. I manage a vertically integrated plant segmented into 4 Value Streams, batch mixing of elastomeric compounds, compression and injection molding, extrusion and metal stamping presses ranging from 150 – 1600-ton capacity, advanced machining centers and final assembly.

I managed a staff of 11 direct reports including, Safety, Quality, Engineering, Logistics, Purchasing, HR Managers, 4 Value Stream Manager and Controller as well as and 500+ UAW represented hourly associates. We have more than 700-part numbers that are manufactured in a combination of high volume and low volume build to order production schedules.

Robert P. Clark Page 2

• Improved Safety from a 2.8 TIRR to 0.65 TIRR in 2018 by focusing on unsafe behaviors and unsafe conditions.

• Developed annual business plans and budgets

• Negotiated a multiple labor contracts with local UAW committee, eliminating many costly legacy programs such as retiree healthcare, Defined Benefit Pension programs

• Improved On-time shipment of components from 82% to 99%

• Plant productivity improvement of 5% year over year

• Reduced customer quality complaints from 70 in 2010 down to 20 in 2018 finishing the year with 1.0 PPM as measured by our customers

• Absorbed an increase of 8% in customer orders while reducing direct and indirect labor costs by 4.5%.

• Developed a local program to engage employees in our business. Daily meetings with supervisors, televisions in the cafeteria, digital signs in the plant as well as my daily interaction with people on the floor are used to convey important information to people in the plant

Regional Vice President / General Manager

Fabcon LLC, Westfield, Indiana 2007 – 2011

Report directly to the CEO/President of the company with P&L responsibility for Midwest Operations with sales of more than $200 million in 3 plants located in the Midwest. I managed a staff of 10 direct reports including Plant Managers, Materials Management, Sales Manager, Controllers and 350 union and non-union employees.

Developed a long-range continuous improvement plan using my expertise in Lean manufacturing to improve operator productivity, material movement, operational availability and quality. Manage plant and field operations

to ensure customer satisfaction and maximum profitability. Developed and spearheaded a plan to improve fixed cost across the corporation by centralizing common processes among our 4 plants. Developed/implemented a sales /marketing business plan that allows us to be competitive in Ohio and Indiana markets previously thought lost.

• Developed sales and marketing strategy to improve market share by 5% in the highly competitive Midwest region by rationalizing product line, removing unprofitable products and developing new product offerings

• Achieved over a 20% improvement in OSHA recordable Lost Workdays and recordable Incidents

• Greater than 25% improvement in plant productivity by using kaizen techniques to identify NVA activities and implementing an effective maintenance and preventative maintenance program that improved.

operational availability. The result was Overtime being reduced by 15%.

• Reduced inventory level across both facilities by 20% by using Value Stream Mapping, vendor management and scrap reduction.

• Exceeded budget net profitability goals by 2% despite lower sales volumes during a recessionary period. Balanced Direct and Fixed cost to meet new reduced volume targets.

Operations Manager

Delphi Electronics and Safety, Kokomo, Indiana 2005 – 2007

Reported to Managing Director of NA Operations of a 180,000 sq. ft. manufacturing facility assembled 16 million pressure sensors per year resulting in annual sales of $100 million. Manage a staff of 7 direct reports including Operations, Quality, Engineering, Maintenance, Production Control and Finance competencies, 20 indirect reports and 225 unionized employees.

• The development of a strict pull operating system allowed us to improve inventory turns by more than 50% from an average of 24 turns per month to 41 turns per month. Total savings of $750k in WIP

• Quality as seen by the customer improved 15% to 6 PPM. Internal quality improvement increased 12% to an FTQ of 20000 PPM (98%). Quality improvements are made using Six Sigma Greenbelt and Blackbelt techniques

Robert P. Clark Page 3

Operations Manager,

Delphi Electronics and Safety, Reynosa, Mexico 2003 – 2005

Reported directly to Managing Director of Mexico Operations of a 120,000 sq. ft manufacturing facility assembled over 5 million Electronic Climate Control heads for Automobiles resulting in annual sales of $100 million. Managed a staff of 10 direct reports including Operations, Quality, Engineering, Maintenance, Production Control and Finance competencies, 43 indirect reports and 630 unionized employees.

• Using kaizen techniques, direct labor was reduced by 230 people (35%), salaried support was reduced by

12 (24%) in an 18-month period resulting in year over year savings of $2 million.

• Combined 47 individual final assembly cells into 14 cells capable of making all 95-part numbers

made in the original cells.

• Introduced the use of level scheduling within the operation to help ensure stability within the

Manufacturing system

• Three-month assignment on the Mexico Operations Kaizen team. The Kaizen team was led by a

Retired Toyota executive who purpose was to start students on the journey to learn the Toyota

Production System (TPS). Team performed kaizen projects in 10 manufacturing facilities across Mexico.

Manufacturing Engineering Manager- Process,

Delphi Electronics and Safety, Matamoros, Mexico 1999 -2003

Reporting directly to the Plant Manager, this 225,000 sq. ft facility made more than 25,000 automotive radios and Satellite receivers each day. I was responsible for all assembly processes ranging from Surface Mounting components on circuit boards, final assembly to the molding and finishing of plastic components for the radios.

• Competency manager for 80 Surface Mount, Test, Process, Industrial and Plastic Molding and Finishing Engineers and technicians

• Operational availability improvements which allowed for a $4 million cost avoidance of purchasing 2 new Surface Mount Lines

• Oversaw capital investment of 4 complete surface mount lines ($8 million) 3 molding machines ($1.2

• Developed and instituted a Design for Assembly, Design for Manufacturability (DFA/DFM) for all

programs coming into the facility. This process resulted in 10% less design turns and improved new

program Launch metrics.

System Engineering, Manufacturing Engineering and Supervision Positions

Delphi Electronics and Safety, Plainview, NY, Milwaukee, WI, Kokomo, IN, 1986 -1999

During the years prior to my promotion to Manufacturing Engineering Manager with Delphi, I held positions as an Avionics Systems Engineer, Manufacturing Engineer and Supervisor of hourly employees.

EDUCATION

Master of Science – Manufacturing Management, Kettering University, Flint, MI - 2001

Bachelor of Science – Civil Engineering, Marquette University, Milwaukee, WI – 1996

United States Navy – PO3, Advanced Avionics Technician, USS Midway – 1981-1986

Contact this candidate