Plant Manager er

Robert W. Lohr II

**** ****** ***** ********@*****.***

Williamsburg, MI 49690 231-***-****

PROFILE

A results oriented operations professional with significant experience in domestic and international manufacturing. Major strengths include implementing and driving change by using elements of Lean manufacturing and the Toyota Production System. A dependable, thorough and well organized approach to planning and execution. A hands on approach to team building and talent development. Significant experience in development and leading efforts in sales and marketing, material control, purchasing, production control and behavioral safety.

PROFESSIONAL EXPERIENCE

Continental Structural Plastics, Troy MI March, 2010 - Present

Project Manager, Lean Manufacturing

Responsible for In Line Vehicle Sequencing of Jeep CK program. Developed program plan for sequencing Jeep hardtops and roof panels to be delivered to customer facility within a six hour manufacturing and delivery window.

• Responsible for $50 MM account for major Automotive Assembly Customer

• Created lean process flow for molding, bonding, painting, assembly and shipping of modular roof assemblies

• Leads cross functional team of manufacturing, engineering, quality and commercial personnel to deliver a defect free product in a timely manner at a competitive price.

• Created a hiring, training and development strategy for new and current employees to deliver a lean high quality product along product and process flow.

• Reduced work in process inventory by 15% within the value stream by implementing lean manufacturing techniques and balanced work flow methods.

Carpenter Technology Corporation Reading, PA 2009 - 2010

General Manager, Primary Products

Full P&L responsibility for ten manufacturing facilities employing over 500 associates within the steel mill. Manufacturing operations included Arc and Vacuum Induction melting, rolling mill, hand mills, press, forging and annealing operations. Annual revenues for primary products exceeded $750MM.

• Implemented SQDC or Safety, Quality, Delivery and Cost system throughout the primary operations which drove improvements and delivered measurable and sustainable operating results. Achieved reductions in scrap and manufacturing costs of 8 and 12% respectively.

• Created and posted level three improvement boards at key workcenters that listed past results and current performance and detailed improvement projects for SQDC deliverables.

• Implemented 5S and lean manufacturing projects which improved continuous flow and eliminated bottlenecks by 20% throughout the value stream.

• Participated in Executive Steering Committee to improve delivery performance and material flow optimization. On time delivery improved 10% and work in process inventories were reduced by 20% in key workcenters.

• Participated on the executive safety team which achieved a 50% reduction year over year in lost work days and recordable injuries.

• Implemented cross functional training program for all associates that identified and addressed training needs in the areas of safety, quality, delivery and cost.

• Installed and posted a visual manufacturing and balanced scorecard system which displayed, measured and tracked performance measurables at key workcenters throughout the value stream.

PROFESSIONAL EXPERIENCE, Continued

Alcoa/Grand Traverse Stamping, Traverse City, MI 1999 - 2009

Alcoa/Engineered Plastics Corp, Juarez, Mexico 2007 - 2009

Plant/Operations Manager

Full P&L responsibility for a 48,000 square foot high speed precision metal stamping facility located in Traverse City as well as a 75,000 square foot injection molding and assembly facility located in Juarez, Mexico. Supervised 250 people with annual revenues exceeding $55MM.

• Improved productivity in the Juarez location by 15% by implementing value stream mapping, adjusting flow paths, improving standardized work instructions and cross functional training.

• Reduced raw material and work in process inventories in the Juarez location by 22% by applying leveled production techniques and implementing designed stores, buffers and safety stock.

• Reduced premium freight in the Juarez location by 50% through increased communication with customers and improved understanding of customer/supplier relationship.

• Instituted a visual management system in the Juarez location by implementing Heijunka boards that delivered immediate feedback on hourly production progress towards posted goals.

• Drove a sales and marketing effort in Michigan on a line of battery terminals that grew annual revenue from $100K to $2MM in a two year time period.

• Reduced set-up time of stamping dies by 20% by using Kaizen training and implementation methods.

• Developed a safety program throughout both plants to improve performance in lost time and recordable injuries. Michigan facility worked over eight years without a recordable injury.

• Achieved a 3% year over year savings in raw materials by applying Value Engineering and Value Analysis techniques and negotiating lower fabrication costs on selected alloys.

• Achieved an on-time delivery rating of 99% for all customers by creating a scientific inventory and forecasting model that allowed both locations to better adjust to customer schedule changes.

• Instituted a 360 degree feedback and performance management system that identified and rewarded high performing employees and developed coaching and counseling for underperforming employees.

Electro-Wire Products/Alcoa Dearborn, MI 1993 - 1999

Automotive Program Manager

Directed an Automotive Prototype manufacturing facility and its staff of fifty manufacturing employees.

• Developed performance measurables for the receipt and tracking of engineering information and their incorporation into complex wiring assemblies and power distribution boxes.

• Created a program management plan and reporting structure that included work breakdown structures, Gannt charts and resource planning and allocation.

• Managed an inside sales and administrative department of six employees who were responsible for the procurement and administration of advanced and standard electrical components.

• Managed a re-engineering effort that met or exceeded customer expectations relative to quoting, sample submissions and engineering changes.

• Developed detailed one year operations plans as well as three to five year tactical and strategic plans for upper management.

• Developed and managed a cost estimating and pricing system that delivered a 48 hour turn around on customer engineering requests.

PROFESSIONAL EXPERIENCE, CONTINUED

Production Control Manager, Electro-Wire El Paso, Texas 1990-1993

Supply Quality Assurance Engineer, Electro-Wire Dearborn, MI 1987-1990

Quality Engineer, Riverside Metal Products Port Huron, MI 1985-1987

Quality Supervisor, Mayco Plastics 1984-1985

Sales Representative, Metropolitan Insurance Company 1983-1984

EDUCATION

Masters Degree in Business Administration

Northwood University, Midland, Michigan 1996-1999

Majored in Executive Management

Bachelors Degree in Business Administration

Northwood University, Midland, Michigan 1981-1983

Dual Majors in Marketing and Management

Associates Degree in Business Administration

Saint Clair County Community College 1978-1981

Majored in Business Administration

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