James Rohr

6720 Botkins Road * New Knoxville, Ohio 45871

419-753-2458 (Res) * 419-236-7736 (cell) * jreb4a1c@westpost.net

Value Stream Manager, Director of Operations, Operations Manager, Assembly

Manager, Manufacturing Engineering Manager
Specialist in improving companies facing rapid change with increased technology
Seasoned manufacturing manager experienced in development of high tech manufactu
ring processes working in a fortune 500 company. Track record of success streaml
ining operations, maximizing productivity, and supporting the company to record
results. Exceptional negotiating and reasoning skills supporting all areas of op
erational excellence. A resourceful decision maker utilizing strong leadership
skills and organizational skills with the ability to direct high level business
opportunities. Fully invested into a Lean culture promoting all continuous impro
vement tools, utilizing every opportunity to create an environment of Least Wast
e Way manufacturing. Additional strengths include;
*Production maximization, utilizing cutting edge processes and procedures.
*Machine, process, layout, and design specialist, integrating capital equipment.
*Tactical /strategic planning for capital budgets and facility management.
*Strategic planning introducing business operations software, Uni-Graphics, SAP,
Team Center.
*Team building, organizational change management, talent development.
*Technology and innovation specialist, providing ideas and leadership for maximu
m investment potential.
Lean Practitioner - Certified Leader Continuous Improvement - Toyota A3 training
- Green Belt trained
Professional Experience
Value Stream Manager 2006 to 2010
Goodrich Corporation, Troy Oh
Promoted from within the organization to implement Value Steam methodology to su
pport reductions in operation costs and improve product delivery for $150 millio
n high volume Aircraft Wheel product stream. Held full responsibility for manufa
cturing planning and delivery including all business operations (e.g. new produc
t development, manufacturing, quality, delivery, inventory, tactical buying, and
all cost reduction efforts.) Managed 22 direct reports and 160 indirect bargain
ing unit employees.
*Directly influenced plant vision for continuous improvement activity by increas
ing lean events by 70% and plant participation by 33%.
*Customer On-Time-Delivery improved by 22% while implementing over $7 million of
capital projects.
*Increased First Pass Yield by 4% by improving data collection, accountability,
and process standardization.
*Slashed direct manufacturing cost in final assembly and paint by 56% implementi
ng automated robotic paint line and moving assembly operation.
*Direct and Indirect savings of $6 million to bottom line by improving product d
evelopment and process optimization.
*Integrated all new wheel development directly into manufacturing processes, red
ucing development time by 40%.
*Responsibility for technology integration and upgrades, Team Center, Uni-Graphi
cs, development of new part processing standards, and the Acquisition Requests p
rocess creating 100% improvement to processes.
*Responsible for developing and implementing plan for balancing operations suppo
rt, hiring new employees working through HR and outside hiring agency, and talen
t to support new automated processing placing new employees 50% faster to key op
erations positions.
*Implemented technical reviews of New Product Development with 100% effective on
-time-delivery to Product Engineering.
*Completed visionary concept of future wheel machining vision, producing wheels
using LWW process from 46 days to 9.5 from receipt of manufacturing order.
*Transformed manual chemical analyzing of anodize tanks to automated system redu
cing labor by 66%.
*Removed secondary chemical operation, increasing utilization of floor space and
secondary system by 80%, savings $300K.
*Developed and implemented Total Productive Maintenance (TPM) within the Wheel V
alue Stream, utilizing 50% outside resources, decreasing overhead costs by 30%,
and increasing uptime by 35%.
*Reduced hazardous waste stream 100% from chemical operations while reducing ope
rating costs 33%.
*Integrated 3K Plural paint system for use with chromate and non-chromate primer
s and Urethane paints reducing direct labor by 80% preparing materials.
James Rohr

*AS 9100, ISO14001 certified, NADCAP Chemical Certification completed with minor
findings.
*Reduced recordable injuries from 9 to 1 over 36 months, 88% improvement, with i
mplementation of 100% incident reporting.
Assembly & Paint Group Lead 2004 to 2006
Coordinated aircraft wheel and brake assembly and paint operations to reduce cos
t and improve inventory turns. Responsibility to facilitate 1 piece flow, reduce
overhead costs, develop LWW planning, implement continuous improvement, increas
e OTD, improve operating metrics, and develop future paint and assembly methods.
*Improved inventory turns by .7% which reduced inventory $6million, supporting 9
% reduction to wheel and brake inventory.
*Developed new job descriptions and reduced job classifications, increasing effi
ciency 16%.
*Implemented Chromate Free primer to eliminate additional PPE mandated by OSHA d
ue to tighter PPM requirements.
*OTD improved 14% to achieve new plant record for the delivery of Wheel Assembli
es measured to customer request.
*Developed 5 year LWW plan for Assembly and Paint operations to eliminate outsou
rcing. Plan protected delivery and in-process inventory reductions including 3%
improvement in direct hours.
*Slashed direct labor 25% implementing flow process, point of use inventory, and
right size of work areas.
*Introduced electronic scheduling of assembly utilizing manufacturing system to
track OTD, quality, and customer/shop orders.
*A key contributor reducing paint types from 3 to 1, allowing standardization of
paint operations.
Wheel Assembly & Paint Lead Supervisor 2003 to 2004
Recruited to improve paint and assembly operations and determine best practice f
or painting and assembly of aircraft wheels and brakes. Provided oversight to st
andardization, LWW processing, and development of assembly and paint cell team.
*Linked paint and assembly operations decreasing total redundant: WIP is Work In
Process $300k or 30%.
*Reduced inventory $2M, increased assembly output from 2000 to 3200 pieces per m
onth and a record of 3800 pieces.
*Prepared plan to introduce moving assembly line utilizing robotic painting and
one-piece flow through the assembly build process.
*Reorganized and restructured all Wheel inventory to floor stocking locations re
ducing inventory transactions 100%, creating point of use material in assembly.
Wheel Machining Lead Supervisor 2000 to 2003
Facilitated complete transition of both wheel machining areas improving quality,
 OTD and combining of 4 job classifications. Reduced direct labor by 25% through
transition and an additional 15% after full integration was achieved.
*Reduced wheel manufacturing steps from 12 to 2 and increasing operator's utiliz
ation to 85%.
*Developed product machining standards supporting 40% wheel scrap reduction.
*Broke plant productivity records, increased 16% by improved performance managem
ent.
*Developed supervisor committee to improve and standardize administration of sho
p discipline.
*Leader of Continuous Improvement, implementing first multiple heavy machining c
ells.
*Orchestrated standardization of equipment selection, integrated first 800 MM 5-
axis machining center.
Large Wheel Machining Supervisor (1997- 2000)
Small Wheel Supervisor (1996)
Machine operator, set-up, programming, operating of CNC mills and drills. Toolma
ker /machinist responsible for developmental part machining, production fixtures
, and production floor support. (1988-1996)
Education:
Bachelors of Arts Organizational Management Bluffton University, Bluffton, Oh
(2006)
Associate of Science Manufacturing Technology Edison Community College, Piqua,
Oh (2003)