Robert Burris

Peru, IN ***** (Midwest)

765-***-****

adu0y3@r.postjobfree.com

Objective

I am a driver of employee development, leader of leaders, and clearly dedicated individual that has ownership with an ambition to succeed. Avid learner and always up to the challenge whenever the situation. I have over 20 years’ experience as a Production, Maintenance, Engineering, Operations, and Plant/General Management in Automotive, Printing, and Logistics.

Experience

Director – Reliability & Maintenance Engineering • Amazon, NA March 2020 – March 2022

• Provided servant leadership to fifteen Sr. Regional Maintenance Managers across eight regions that includes 120 facilities in North America.

• Thrive in a high paced dynamic environment with ownership and customer obsession as uptime% improved from 99.23% in 2020 to 99.86% in 2021.

• Provide guidance on maintenance and equipment end of life through ROI and other techniques to improve reliability.

• Managed vendor support and equipment relationships by leveraging Amazon’s network size across all regions to maximize economies of scale.

• Monitored through auditing and enforcement of maintenance PM/PdM execution and safe work practices during site visits across the network to ensure teams are properly maintaining the equipment and assets. Sr. Regional Maintenance & Engineering Manager • Amazon, NA January 2019 – February 2020

• Provided servant leadership to five Regional Maintenance Managers across four regions that includes 65 facilities. Promotions through succession planning in 2020 of 21 team members’ vs 13 in 2018.

• Thrive in a high paced dynamic environment with ownership and customer obsession as TNS Uptime% improved from 99.72% in Q1 to 99.83% in Q4.

• Provided guidance on maintenance and equipment end of life through ROI and other techniques.

• Managed vendor support and equipment relationships by leveraging Amazon’s network size across all four regions to maximize economies of scale.

• Monitored through auditing and enforcement of maintenance PM/PdM execution and safe work practices during site visits across the network to ensure teams are properly maintaining the equipment and assets.

• Created Monthly Business Review (MBR), communicated via white paper focusing on MoM trends surrounding safety, reliability, PIT performance, cost reduction initiatives, status of new launches, innovation/success stories across the region, and long-term projects.

• TNS sustained in 2019 equipment kick out (EKO) average of 1.31% versus the threshold or goal of less than 1.4%. AR Non-Sorts network averaged 2.42% EKO in 2018, improved to 2.16% in 2019 (10.8% YoY). Regional Maintenance & Engineering Manager • Amazon, NA October 2017 – December 2018

• Self-starting manager leading 18 Traditional Non-Sort facilities.

• Provided leadership and mentoring to Maintenance Managers, Area Maintenance Manager’s, and RME Technicians. A total of 13 promotions during the calendar year.

• Drove best practices to innovate and standardize work methods while at the same time providing a safe work environment.

• Champion for Fanuc M2000 and R2000 SME groups supporting Traditional and AR sites.

• Lead BOD spare parts initiative for the TNS region as a response to 24hr downtime at single BOD site (PHX5). Created “standard perishable parts” list, worked with EAM team to assign APN’s and rolled out to the network

(65 total machines in 46 FC’s). YoY PEAK results from 2017 to 2018 resulted in 50% reduction in SEV1-2 events, 87% reduction in LPH, and 33% reduction in downtime. At the same time, the fanfold usage saw an increase in 12% at 60M MSF during PEAK 2018.

• Led Racking campaign with several support groups (Safety, WWE, and EAM) to improve the racking VSOP PM’s across the Traditional network in response to safety near miss. General/Plant Manager • Fiat Chrysler Automobiles (FCA) May 2017 – September 2017

• Provide direct supervision, technical direction, administrative management, and WCM (World Class Manufacturing) leadership in the production, maintenance, material handling, and engineering areas of the facility.

• Responsible for planning and execution to meet required safety, quality, delivery, production, cost and communication objectives

• Manage production facility with 1,033 direct hourly, indirect hourly/salary, and managers.

• Products assembled include 400K annual of 948TE 9-Speed Transmission and Si-EVT for Pacifica Minivan.

• Incorporated the 11 Managerial Pillar objectives into the Daily Organizational Structure

• Servant Leadership, hold me and others accountable. Extensive community involvement (Tornado Relief, United Way Champion, Christmas for the Kids, Bona Vista Projects, etc...) Senior Manufacturing Manager • Fiat Chrysler Automobiles (FCA) August 2012 – April 2017

• Successful Launch Manager for 845RE/850RE 8-Speed Transmission - $800M investment, annual volume 750k

• Workplace Organization Pillar Lead, lead Pillar to score of 3

• Benchmarked Toledo Assembly Complex and Betim Engine Assembly, Brazil

• Established LCA (Low-Cost Automation) Benchmark Fabricating Shop and Skilled Team completing projects for KTP/TTP Plant Academy at a B/C ration of 7.3:1

• Established Assembly MTA (Manufacturing Training Area) in the 8-Speed Gear Train, Final Assembly, and Test for Training to get each operator to a Level 4 (Knows) or 5 (Train the Trainer)

• All 8 Speed teams signed off through Step 3 in SA, WO, AM, PM, & LCS—Silver Expansion

• Incorporated the 11 Managerial Pillar objectives into the Daily Organizational Structure

• Leverage OLE improvements through CoC Cross Projects—Total of 7 read across projects implemented in 845RE and 5 of KTP’s best practices implemented at several other FCA Facilities.

• Safety FAI - .79 Actual, significant improvement YOY (2.42).

• Quality FTC exceeded target at 91.6%, FTQ improvement of 3.6% YTD. WO Step 4 elimination of Man/Method defects resulting in 95.6% Saturation

• Achieve total manufacturing cost of $487 million, actual at $475 million.

• WCM Savings on track to meet total year-end target of $28.3 million (7%).

• Attained or Exceeded PC-2 Schedule (annual volume requirements) every year since launch General/Plant Manager • Graphic Packaging International February 2011 – July 2012

• Provide direct supervision, technical direction, administrative management, and leadership in the production, maintenance, material handling, and engineering areas of the facility.

• Responsible for planning and execution to meet required safety, quality, delivery, production, cost and communication objectives

• Manage production facility with 307 direct/indirect/salary with and annual sales of $220M with an average of 5.9M cartons produced daily

• Ensure production schedules are met within budgeted allocation times to meet customer’s delivery times, quality standards, and satisfaction

• Maintain and improve production throughput with Lean manufacturing concepts and initiatives to streamline processes and procedures

• Identify and implement cost reduction initiatives - $1.7M in 2011

• Providing Employee development by identifying areas of vulnerability and addressing performance improvement plans

• Driving culture initiatives that focus on engaging the employees and increasing employee engagement – 87% participation in 2011

• Support divisional and corporate AIP for organizational change750k Operations Manager • Graphic Packaging International September 2009 – February 2011

• Provide direct supervision, technical direction, administrative management, and leadership in the production, maintenance, and engineering areas of the facility.

• Responsible for planning and execution to meet required safety, quality, delivery, production, cost and communication objectives

• Manage production facility with 264 direct/indirect/salary with and annual sales of $120MM with an average of 4.4MM cartons produced daily

• Ensure production schedules are met within budgeted allocation times to meet customer’s delivery times

• Maintain and improve production throughput with Lean initiatives

• Manage plant-wide maintenance and capital improvement programs to maximize asset reliability, uptime, and cost effectiveness with available resources.

• Since employment at GPI, following improvements in Metrics Achieved: NLF increase from 298 in 2008 to 417 in 2010’ (30%), 8 Recordable injuries in 2008’, none in 2009/2010’, waste reduced from 5.4% to 3.5% (35%), finishing CPH at 26.5M hr to current of 39.5M hr (33%), Make-ready average times reduced from 4.2 hrs to 1.85 hrs (56%), and uptime improved by 11.5%.

Reliability Maintenance & Engineering Manager • Graphic Packaging International January 2009 – August 2009

• Provide direct supervision, technical direction, administrative management, and leadership in the maintenance and engineering areas of the facility.

• Responsible for the management of all equipment, site, and facility maintenance and utilities.

• Provide long-range planning for the facility and equipment needs including capital projects and major repairs.

• Manage plant-wide maintenance and capital improvement programs to maximize asset reliability, uptime, and cost effectiveness with available resources.

• Develop, implement, and oversee predictive, preventative, and corrective maintenance programs.

• Coaches and develops training plans for all engineering and maintenance technicians.

• Manage Plant Storeroom Functions.

Maintenance & Operations Manager • DaimlerChrysler Corp 1994 – December 2008

• Responsibility for steel machining of seven component parts for transmission assembly at a schedule of 6,400 units per day – No lost builds in 30+ months.

• Manage and direct three-shift operation with 14 direct report Supervisors, 28 Team Leaders, 230 Team Members, 6 Engineers (Electrical, Mechanical, Quality, and Tool), and 47 Skilled-Tradesmen.

• Maintain daily budget of $120,474 ($84,726 Hourly Labor, $7,992 Salary Labor, $9,326 Maintenance, $5,401 Tooling, 3,510 Chemical, etc.).

• Directly managed six assembly departments with 11 maintenance supervisors and 95 skilled-tradesmen under 10 acres of area with daily production requirements of 8,750 front and rear wheel-drive transmissions - pay point for the plant.

• Planning and scheduling of all predictive, preventative, and proactive maintenance activities for all processes to ensure quality – Resulting in > $2 million in improvements within 24-month period.

• Met departmental safety, quality, delivery, cost, and morale targets.

• Design and direct implementation of thru-put improvements including basic audit targets (quality assurance).

• Coordinate and direct departmental projects from planning through implementation phases – 14 projects completed in last 4 years.

• TPM/WCM – Implemented pilot line for the plant along with three additional teams covering seven processes. Transformed the 993’ Clutch Hub line to a “Lean Process”. Successes include $220,000 in scrap savings along with a 7% increase in throughput.

• Successfully implemented WOM (self-directed work teams) in largest machining department in the corporation with each team using Lean tools with a high emphasis on 5S and challenging Chrysler’s traditional corporate culture.

Education

M.B.A. Business Technology (3.67/4.0 GPA)

Purdue University • West Lafayette, IN

B.S. Electrical Engineering

Purdue University • West Lafayette, IN

A.S. Applied Science

Purdue University • West Lafayette, IN

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