Operation Manager, Production Manager, Plant Manager

Robert W. Shaffer

*** *** **. **********, **** **331

Cell Phone: 937-***-****

email: ***********@*****.***

Leadership:

- Ownership of the daily execution and control of Safety, Manpower, Production, Quality, Cost and Delivery.

- Performance management, leadership, development, guidance and counseling of salary and hourly employees covering multiple shifts.

- Budget development, EBITDA & EBITDA margin monitoring.

- Successfully drive production, ergonomic and engineering change through data driven analytical decision making.

- Hands-on analytical approach to investigating, promoting and applying Lean principles, Kaizen, PDCA, FMEA, DMAIC, Continuous Improvement, Best Practices and aggressively challenging constraints.

- Visual management to production scheduling, project scheduling and the ability to prioritize multiple activities and complex projects simultaneously and hold people accountable to deliver results.

Organization:

- Disciplined approach to scaling operations resources in alignment with business needs while improving quality.

- Creation and analysis of department budgeting, costs and production statistics.

- Liaison between Materials, Logistics, Quality Control, Engineering, Contractors, Vendors, Equipment Control / Maintenance and Production personnel in multicultural organizations.

Skills:

-Mentoring, Coaching & Counseling, Training, Managing workflow, Project management, Skilled multitasker, Data analysis, Troubleshooting, Analytic problem solving, 5S / 6S, Production planning, Continuous improvement & Kaizen.

-Production management, Operations management, Manufacturing operations management, Strategic planning, Manufacturing principles, Quality control, Quality systems, Operational excellence, Manufacturing process improvement, Business process improvement, Lean process improvement, Manufacturing engineering, Budget planning, Budget management, People management, Lean manufacturing.

Experience:

Plant Production Manager, Evenflo/Goodbaby Int. Piqua, Ohio, May ’24 – Present

- Daily management of the business of Assembly, Injection Mold and Receiving in the juvenile products business (car seats, booster seats, exersaucers and high chairs).

- Analytical continuous improvement expert and process engineer tasked with reducing cycle time, increasing attainment, increasing efficiency, line balancing, reducing ergonomic issues, and eliminating safety issues.

Operations Manager, Nordson Measurement & Control Solutions, Dayton, Ohio, Mar. ’19 to Jan. ‘24

-Daily direction and management of the business of production of non-contact Laser, Infrared, Beta, Gamma, X-ray and Ultrasonic based measurement and controls equipment.

-Increased OTSOA KPI from 24% to 98% in C&T Dept. & from 32% to 79% in FE&C Dept. within 7 months through visual schedule management, FPY identification, right sizing Kanban requirements and aggressively challenging constraints.

Plant Manager, Suncall-Automotive Division Indiana, Richmond, In., Dec ’16 to Jan ‘18

-Daily Plant management of the Industrial robot (Mig & Tig) resistance welding, ring gear sizing, hobbing, chamfer, IH, Valve Spring production groups in Tier 1/Tier 2 automotive ring gear/drive plate/valve spring manufacturing business.

-Eliminated $345,000 ring gear and drive plate scrap within 10 months. The project reduced total scrap by 20.6%.

-Decreased expedite shipments during a 6 month project by 90% eliminating $200,000 in expedite fees by increasing productivity through more efficient planning of production and planning of changeovers.

Senior Production Manager/Quality Engineer, Indiana Marujun LLC, Winchester, In., Aug ’08 to Nov ‘16

-Daily plant management of the Industrial robot (Mig & Spot) resistance welding production groups in Tier 1 automotive body parts manufacturing.

- Continuous improvement expert tasked with improving the lean manufacturing process, reducing cycle time, reducing ergonomic issues, eliminating safety issues, increasing quality and reducing steel scrap.

Education:

BS/Business Administration, University of Phoenix, Phoenix, AZ. 3.77 GPA

Dual major BS/Business Marketing, University of Phoenix, Phoenix, AZ.

U.S. Navy Electronics and Weapons Systems Schools, Electro/Mechanical Associates Degree Equivalency

Six Sigma Green Belt Certified, IASSC Accredited

Continuous Improvement Accomplishments

Evenflo/Goodbaby:

-Increased production efficiency 20% of 14 production lines through cycle time analysis, process analysis, workflow balancing, raw material delivery analysis, modified value stream mapping.

NDC Technologies:

-Increased OTSOA KPI from 24% to 98% in C&T Dept. & from 32% to 79% in FE&C Dept. within 7 months through visual schedule management, FPY identification, right sizing Kanban requirements and aggressively challenging constraints.

Suncall-ADI:

-Eliminated $345,000 in ring gear and drive plate scrap within 10 months. The project reduced total scrap by 20.6%.

-Decreased expedite shipments during a 6 month project by 90% eliminating $200,000 in expedite fees by increasing productivity through more efficient planning of production and planning of changeovers.

Indiana Marujun LLC:

- In Body Parts Department increased OEE from 68% to 91% within a year by decreasing cycle time, utilizing best practices and Operation Standards, managing through accountability, numerous continuous improvement activities and FPY identification.

-Reduced total departmental downtime 183 minutes each shift by eliminating red part checks and implementing A-B Panel Builder Software to view outputs at the sensor. This was further reduced by eliminating one check per shift by proving quality procedures supported this effort.

- Decreased CT/increased OEE in every work station of 9 production lines in Body Parts Dept. by eliminating unnecessary robot travel time, human movement, wait time, etc. through MOST studies and cycle time analysis.

- Utilizing $44 million capital investment lead production expansion including equipment design, equipment validation/run off, product validation to specification, layout plan, schedules for equipment move, mass production, operator training, quality-up of equipment prior to Mass Production, and material flow throughout the facility through 3 tier production process to delivery.

- Decreased CT/increased OEE from 24% to 64% within one month throughout Steering Hanger Beam Dept. through effective training, by eliminating wasted robot travel time, human movement, wait time, start up time, etc. through cycle time analysis.

- Decreased CT/increased OEE from 64% to 74% within four months throughout Steering Hanger Beam Dept. by eliminating scrap from “1st piece/Last piece” procedure by creating non-destruct tests for 75% of the raw parts through the fastener welding process decreasing scrap per month by 49% to a savings of $132,000/year in scrap.

- Designed, fabricated, implemented 2 $15,000 install fixtures to eliminate sorting costs due to quality concerns at customer site totaling $120,000/month.

Faurecia Exhaust:

- Increased Linear Feet per Man Hour at the tube mills by 12% per shift by implementing rapid changeover procedures.

- Reduced scrap in tube mill and cutting department by $550,000 per year by introducing “stop at defect” procedures and more thorough destruct tests.

- Decreased Cost and increased Delivery (PPOH) by utilizing visual scheduling and load leveling of OEM autonomous production groups increasing department capacity and further reducing production schedule by greater than 400 hours of manpower/week.

- Introduced Basic Problem Solving training, Manufacturing through Indicators training, Polyvalence and Polycompetence training/programs to increase production, ownership, employee empowerment and accountability.

Clopay Building Products:

- Increased throughput in linear feet per man-hour by 15.8% / shift by implementing production goals (managing through indicators), maintaining status boards, implementing performance reviews, implementing an attendance policy, and increasing management visibility. By increasing through-put the overtime hours were eliminated.

- Eliminated $368,000/year in expenditures by eliminating 1 x 3 bracing and implementing poly microfilm separation between panels, further eliminating Return and Allowance costs from > 1.9% of Net Sales to < 1.34% of Net Sales. Damage costs also decreased by 1% of Net Sales. These results were recorded within only the first month of implementation.

- Eliminated $300,000/year in expenditures by eliminating shrink wrap procedure and implementing stretch wrap procedure. This cost savings does not include a reduction in energy costs or a reduction in temperature throughout the facility. This change was to be implemented in two additional production lines.

- Reduced OSHA safety incident rating from a score of 10 to 6.9 within a one year time period through increased relevant safety training.

- Eliminated $250,000/year in materials costs and 9 sku’s in packaging materials by adding additional scores in cardboard packaging reducing materials required footprint.

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