Process and results driven senior-level technical manager with 20 years of capital project management experience with PMP certification. Strong strategic-planning and people-management skills with 10 years of leadership experience. Well versed in operational excellence, continuous improvement and lean manufacturing techniques including 6 Sigma Black Belt certification.
Cross-functional team management
Complex Problem solving
Calm under pressure
Capital Project management
05/2015 to Current
Senior Technical ManagerCoty － Sanford, NCDeveloped standard work and priority system for Process Engineers to align with departmental and corporate goals and objectives.
11/2012 to 05/2015
Maintenance and Facility ManagerCoty － Sanford, NC
09/2011 to 11/2012
Senior Process EngineerCoty － Sanford, NC
08/2011 to 10/2012
Senior Process Improvement Engineer
Strategic leader of a technical resource team in pursuit of 100% equipment reliability and world class manufacturing.
Responsible for Process Engineering and maintenance staff for production support, continuous improvement and cost savings of $1MM per year.
Full functional manager of value stream mechanic supervisors overseeing filling and packaging equipment lines to produce fragrance and cosmetic goods in excess of 200MM units annually.
Developed standard work and priority system for Process Engineers to align with departmental and corporate goals and objectives.
Restructured maintenance department support systems to include individual department supervisors, maintenance lead technicians, store room attendants and work order planning functions.
Implemented supervisor developmental planning strategy for career progression.
Developed 5 year strategy for equipment reliability in pursuit of world class manufacturing.
Mentored plant engineering team on standardized project management techniques for capital projects which included the CQV process for new equipment validation.
Implemented preventive maintenance culture for equipment life cycle management.
Increased storeroom accuracy from 60% to 92% and reduced spend by 30% in 6 months.
Developed and executed a continuous improvement plan to increase OEE from 45% to 75% in the lacquer department.
Developed and implemented a very thorough technical training program with in-house subject matter experts, OEM vendors and equipment suppliers to address skill gaps and align with new business technology requirements.
Aligned with company goals by tracking critical KPIs for continuous improvement.
Improved technical resource morale by celebrating accomplishments and recognizing employee contributions via Mechanic of the Month and Idea of the Month/Quarter/Year.
06/2007 to 08/2011
Facility ManagerNomacorc, LLC － Zebulon, North Carolina
Global leader in synthetic corks for the wine and spirits industry.
ISO 9001 company following CGMP and FDA regulations for secondary food contact.
Promoted from Senior Process Engineer in the extrusion department to department manager of 18 person team responsible for overall equipment reliability of all processing and packaging equipment in the extrusion and transfer printing departments.
Responsibilities also included budget compliance, personnel development and autonomous maintenance throughout the plant.
Standardized preventive maintenance best practices on all extrusion and printing equipment which became the global standard for the Belgium and China factories.
Implemented storeroom controls to reduce overall spend from $670,000 to $470,000 in 12 months while driving departmental OEE from 78% to 90%.
Led Six Sigma Black Belt projects to account for $300k cost savings annually.
Led engineering process technicians responsible for process improvements and cost savings initiatives.
Facilitated autonomous maintenance steps 1 through 3 in the extrusion department to increase OEE by 10+ percentage points and reduce scrap from 15% to 6%.
12/1997 to 06/2007
Senior Process Engineer/Productivity EngineerMoen Incorporated － Sanford, North Carolina
North American leader in retail and wholesale bathroom and kitchen fixtures.
Promoted from Process Engineer in the New Bern, NC packaging plant and transferred to the Sanford, NC manufacturing plant responsible for equipment design, continuous improvement and cost savings for all manual assembly and fully automated operations.
Implemented nine lean manufacturing production lines following the demand flow technology criteria.
Led design reviews, process and design FMEAs, and kaizen events.
Led value stream mapping events to identify areas of waste.
Led team of engineers and mechanics to design, build, install and validate a 52 position, 36 station synchronous assembly machine for the posi-temp shower cartridge.
Saved over $1MM on multiple process improvement projects.
BS: Industrial EngineeringNorth Carolina State UniversityIndustrial Engineering
MBA: Technology Management operations and technology managementUniversity of PhoenixTechnology Management operations and technology management
Six Sigma Black Belt North Carolina State University
Scrap reduction for extrusion process
1 Robert Leder III
budget, continuous improvement, driving, equipment design, filling, functional, ISO 9001, lean manufacturing, Mechanic, packaging, personnel, Process Engineering, Process Engineer, process improvement, project management, retail, Six Sigma, strategy, Strategic, supervisor, technical training, validation
BS : Industrial Engineering MBA : Technology Management operations and technology management Six Sigma Black Belt North Carolina State University Scrap reduction for extrusion process 1 Robert Leder III
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