RAVENSWOOD WV • PHONE 304-***-****

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ROBERT BEX

RESUME SUMMARY

Master’s degree and +25 years of hands-on experience at a senior supervisory level within the areas of operational leadership: EHS, engineering, operational excellence, program management, maintenance, internal logistics, quality control/assurance, finance, and human resources with demonstrated mastering of the required core competencies: creating vision, providing direction, influencing others, fostering teamwork, coaching employees, developing leaders, and being a champion of change.

SUMMARY OF QUALIFICATIONS

Risk-minded and safety-driven leader with proven ability to drive EHS awareness, share best practices, and implement leading measures in the elimination of unsafe conditions and correct unsafe acts in safeguarding the health and safety of all employees

Forward-thinking and mission-driven leader with proven ability to inspire vision, provide strategic leadership, and exemplify an open and engaging people-oriented culture of teamwork, creativity, and entrepreneurship

Exceptionally strong teaching, coaching, mentoring, and implementing world-class principles, including lean manufacturing, six sigma, and total productive maintenance (TPM)

Proven subject matter expert in the application and long-term sustainability of Lean Production Systems, including Toyota Production System, WCM Production System, and the Honeywell Operating System (HOS), having led plant-wide TPS transformations, as well as championed bronze-level certifications in both WCM and HOS

Proven ability to lead Lean transformational change with specialized experiential knowledge in the development & deployment of Lean Management Systems using Organizational Design framework (Galbraith Star Model) / ESG principles to realize long-term sustainability

Successfully championed two (2) “greenfield” plant projects on-time and under budget while satisfying all regulatory, statutory and contractual compliance requirements

Exceptionally strong program / project management experience: PMBOK principles and application managing large projects through design, development, and launch, using work breakdown structures, developing work packages & integrated schedules, managing resources and reporting earned-value performance

SPECIALTIES

Coaching, developing, mentoring people – Developing leaders & building best Teams

Production / Operating Systems (TPS, WCM, Honeywell Operating System, Danaher Business System))

Factory Transformation / Process Re-design / New Product Introduction / Greenfield Start-ups

Organizational Design/ Re-design (Galbraith’s Star Model)

Structured Problem Solving (A3, PPS, DMAIC, WCM FI Pillar Leader)

Total Productive Maintenance (OEE, Professional Maintenance, Autonomous Maintenance)

WCM Safety Pillar Leader (S-Matrix, SMAT, Risk Assessment, Area Classification, HERCA/TWTTP, S-RCA)

Lean Sigma Green Belt

Six Sigma Black Belt

Certified Lean Expert

Program Management (WBS, Logic Diagramming, Work Packages, Earned Value)

P&L, Plant / Operation’s Budgeting (Chart of Accounts, Activity Costing, Gross Margin, EBITDA, Standard Costing)

EDUCATION / MILITARY EXPERIENCE

M.S. Administration, Central Michigan University, Mount Pleasant MI – GPA: 3.96 (Thesis: “Implementing Lean Mfg. & SPF”)

B.S. Business Administration, Ball State University, Muncie IN – GPA: 3.29

U.S. Navy Diver – Honorable discharge

PERSONAL BIO

Pursuant to serving 4 years in the U.S. Navy, ‘walked-on’ and earned a full athletic (football) scholarship at Ball State University

As a student, excelled in the classroom and completed undergraduate degree in Business Administration in 2.5 years

Played final football season as a graduate student: awarded BSU football “Student Athlete of the Year; selected twice to the Mid-American Conference Academic 1st Team; once to ESPN’s Academic All-Region 1st Team; and inducted into Athletic HOF

PROFESSIONAL EXPERIENCE

5/2022 – Present (semi-retired to build homestead)

9/2019 – 5/2022 Armacell Spencer, WV

Continuous Improvement Manager / Safety Manager (WCM Production System)

Developed WCM Operating System strategy and roadmap and successfully led efforts that resulted in earning 28 audit points in less than 2.5 years to achieve Bronze Level milestone

Actively participated in the achievement of WV SHARP Certification through successful deployment of WCM tools, including S-RCA, Reactive/Predictable R.A., SMAT audits, S-Matrix, Area Classifications, and HERCA/TWTTP competencies

Supported efforts in slashing operating costs, resulting in $860,000 hard savings through focused kaizen events attacking bottleneck(s), reducing defects, and eliminating waste

7/2018 – 9/2019 Magneti Marelli Sanford, NC

Continuous Improvement Manager (WCM Production System)

Improved injection molding throughput by 15.7% through SMED application and increased first-pass yield (FPY) by 22 base points through focused Six Sigma projects on defect elimination.

Significantly improved machine availability identified training needs

Trained & mentored +50 leaders in basic problem-solving skills (5G Analysis, 5W +1H, 4M +1D, 5-Why Analysis)

Led & mentored 6 problem solving teams / events, including one advanced kaizen team using PPA (Processing Point Analysis)

Plant closing – relocated operations to Saltillo, Mexico

2016- 7/2018 Saint-Gobain Buckhannon, WV

Manufacturing Manager / WCM Focal

Business Profile: Designer and manufacturer of ceramic products for glass industry

Scope of Responsibility: 135 employees, including three integrated value-stream teams (cross-functional)

Selected Highlights:

Led major organizational (leadership) re-design, transforming site from product to process centric that resulted in three integrated process teams supported by four integrated support teams, creating linkage & alignment to overall goals / objectives

Championed and facilitated strategic planning, including SWOT analysis, Hoshin X-matrix, VMVO (vision, mission, values, objectives), and implemented plant-wide cost deployment process

Led efforts in the development of RACI (responsible, accountable, consult, inform), and redesign of job descriptions for all plant functions (roles)

Launched Daily Control System (DCS) at factory and area level, including KPI/KAI development, resulting in a series of daily accountability tiered meetings with standard work around PSQDC, KPI reporting, and operational loss identification

Life-change event – my spouse became home health care provider for her mother in NC

2/2015 – 8/2016 Zodiac Aeropace Santa Maria, CA

Director of Operations / Lean Transformation Champion (Multiple Facilities, +$300m P&L)

Business Profile: Designer and manufacturer of international business-class suites for commercial passenger aircraft

Scope of Responsibility: 2 sites (+900 employees- CA / +450 employees- Chihuahua Mexico)

Selected Highlights:

Recruited by previous manager (Honeywell, B/E Aerospace) who accepted CEO position at Zodiac to rapidly transform business

Successfully relocated all in-house manufacturing (pressing, bonding, sub-assembly) to Chihuahua facility, reducing COS by 26%

Championed factory-wide VSM redesign aimed at increasing assembly flow, attacking bottlenecks, and reducing WIP (through MRS) to achieve and sustain an average of 560 monthly saleable units as compared to prior 3-year average of 271 units/month

80% of volume pulled from plant & transferred to flagship plant in France

4/2013 – 2/2015 Fiat Chrysler (FCA) Kokomo, IN

Manufacturing Business Unit Leader

Business Profile: OEM – Automatic transmissions (9spd fwd / 6spd rwd) machining & assembly

Scope of Responsibility: 9spd sub-assembly, 6 departments – 6 shifts (6 direct reports – 400 direct labor employees)

Selected Highlights:

Championed WCM EHS initiative aimed at reducing incident rate through implementation of WCM AM/SAF/PM tagging to attack unsafe conditions, and SMAT audits to identify & correct unsafe behaviors, realizing 43% incident rate (IR) reduction and eliminating accidents caused by unsafe behaviors

Directed WCM AM (autonomous maintenance) efforts within subassembly work center that decreased machine breakdowns by 50% by restoring machine basic conditions and eliminating hard access areas (HAA) & sources of contamination (SOC)

Led major kaizen (WCM FI Pillar) to eliminate valve-body sub-assembly constraint that was a result of unbalanced workstations from man-(effort) cycle-time perspective, resulting in 35% cycle-time reduction (line level), and 22% yield improvement

2/2010 – 4/2013 Honeywell Aerospace Urbana, Ohio

Continuous Improvement Site Leader (HOS Production System)

Business Profile: Designer and manufacturer of commercial & military aircraft lighting

Scope of Responsibility: Direct HOS activities, oversee maturation of the operating system & championed site-wide lean transformation

Selected Highlights:

Successfully led re-certification efforts across two sites that resulted in “Bronze” award for meeting HOS criteria and sustaining SQDCI breakthrough performance for 6+ months

Led largest flow transformation project in the history of a $225M low-volume / high-mixed-model aerospace OEM. Achieved TAKT-FLOW-PULL for 174 unique part numbers (81% of total volume), realizing 22% GM improvement, and saving 175 jobs

Immediate family illness forced my return to Indiana

2003 – 2010 G&S Metals Wabash, IN

VP of Operations / Plant Manager / Continuous Improvement Director (equity shareholder)

Business Profile: Privately held, aluminum smelter supplying ingot for automotive rims & aerospace components

Scope of Responsibility: Continuous Improvement, Growth, expansion, operational execution & P&L of $60M S-Corp

Successfully steered company from near chp.11 BK in 2004 to Chamber of Commerce “Business of the Year” in 2007

Increase total daily thruput 2x thru synchronization of melting and ingot production. Said process change also resulted in 50% increase in gas furnace refractory life due to eliminating thermal shock by maintaining molten metal levels.

Led design and development of continuous mold carrousel, eliminating layering defects and achieving process control of weight through SPC

Led new “Greenfield” plant start-up: Developed business case, selected location, secured financing, created preliminary building design, led manufacturing design & development efforts, and directed & oversaw building construction, equipment installation, and production start-up

2000 – 2003 Honeywell Aerospace Rocky Mount, NC

Senior Program Manager

Business Profile: Major OEM Supplier of aircraft engine (hydro mechanical) controls

Scope of Responsibility: Challenged to take over largest revenue producing, but worst customer performing, product line (P&L - $85M)

Transformed the poorest performing program into a top-performer through lean process transformation & value-engineering product improvements. Improved performance resulted in receiving “Eagle of Excellence” Award for top supplier within major division of $38 that resulted in new contract award more than $1B (NPV)

1996 – 2000 Tuthill Transfer Systems Fort Wayne, IN

Continuous Improvement Director (Lean Transformation Champion)

Business Profile: OEM manufacturer of fluid transfer pumps

Scope of Responsibility: Responsible for all operational functions with emphasis on leading plant-wide lean transformation

Created flow of value-creating steps through direct linkage and alignment of machining & assembly processes. Realized staggering improvements, including WIP reduction +80%, 60& cycle-time reduction driven primarily by SMED events and +80% reduction in change-over times. Biggest result metric impact was OTTD = 35% improvement.

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