RJM Resume

1. Robert J. Miller
628 S. Valley Ave. Olyphant Pa, 18447 (570) 357-5793
RJMillerCIBlackBelt@Gmail.com https://www.linkedin.com/in/robertmillerleanmfg
Summary of Qualifications:
 More than 25 years experience in Manufacturing Operations working for Air Products and Northrop Grumman.
 Certified Lean Manufacturing Back Belt in conjunction with Manufacturing and Cost Engineering expertise.
 Proven record of being a results-driven leader adept at cultivating a collaborative team driven culture by leading
manufacturing, engineering, planning, and maintenance teams to implement processes that minimize costs and
reduce cycle time while maximizing output and product quality.
 Well-rounded and extensive know-how in fabrication, manufacturing engineering, materials management, cost
estimating, financial analysis, project management, manpower forecasting, and production control.
 Production exposure to aluminum, stainless steel, and carbon steel metal cutting, forming, welding, NDT, of Coded
pressure vessels. Electronics fabrication knowledge of circuit boards, consoles, and wire harnesses. Background
in food processing and restaurant practices from raw ingredients, processing, to final product and packaging.
 Familiarity with high volume, limited quantity, and ETO (engineer to order) environments.
 Ability to read and interpret engineering drawings including welding, dimensional and electronics symbols.
 Proficiency in SAP, Microsoft Excel, PowerPoint, Visio, Mind Map, Outlook, and multiple PC and MRP applications.
 Ability to quickly identify improvement opportunities, develop plans and implement efficient solutions.
 High focus on a safe working environment and attention to ergonomic efficiency.
Professional Profile:
LNG Continuous Improvement Lead / Certified Lean Black Belt / Manufacturing Engineer
September 2009 – Present Air Products and Chemicals Inc., Wilkes-Barre, PA
 Certified Black Belt in Lean Manufacturing (Oct. 2011) – Effectively lead 25+ Kaizen events as a facilitator.
Achieved $1.0 MM yr./savings for the fabrication of LNG process equipment over the past five years and
have met or exceeded that goal year on year.
 Successfully met Fiscal Targets using the DMAIC methodology, to reduce labor and material costs and
shorten production cycle time. Proficient utilization of CI tools to meet Organizational targets including
Process Kaizen, Value Stream/Sub-process mapping, Waste Analysis, RCA (Root cause analysis and
effect), FMEA (Failure mode effect and analysis), WOVC (Workplace organization and visual controls), 6S
(5S + Safety), Shop floor layout/ Flow, Design for Manufacturability and Lean Six Sigma methodology and
concepts.
 Ability to conduct “JDI” Events” (Just Do It) when there is an opportunity to implement and quick
implementable improvement that generates immediate benefit and does not require the time and resources
of a formal Lean event to implement. One JDI Event achieved $81K/yr. of savings and a 7.5-week cycle
time reduction.
 CI Action Team Lead responsible for overseeing and delivering results for activities associated with multiple
teams tasked with meeting targets and measures in alignment with organizational priorities. These teams
are specifically focused on delivering productivity, quality, and cycle time priorities.
 Presentation report-out to Senior Management of Lean event activities, experiments, new process,
equipment recommendations, and/or floor layout configuration modifications. These reports included
expected labor/ material savings, cycle time reductions, and cost, training, and resources required to
implement improvements including a schedule and plan of implementation.
 Development of best practice methodization documents to be rolled out to supervision and production
workers for consistent application and ensure benefits are realized.
 Creation of training, safety plans and storyboards to effectively communicate changes identifying targeted
processes, benefits, and results. Monitoring, auditing, and charting of implemented improvements to ensure
compliance and sustainment are achieved 100% of the time.
 Facilitate CI White Belt introduction training to all employees in the plant to promote CI awareness and to
foster a culture between management and shop floor employees to work in a collaborative environment.
 Leader of Stable Operations initiatives in the plant to drive variability out of selected processes to promote
consistent performance improving, workmanship, reducing re-work, eliminating waste, and streamlining the
material supply chain. When this program was implemented the performance trend on the highest utilized
equipment went from missing target performance from 32 occurrences per month to 7.8 per month.
 Perform detailed time studies to analyze specific processes, identify areas of improvement, compare before
and after work process observations. This data is used to identify productivity issues, non-value added
activities, address workmanship, ergonomic concerns, and quantify pre and post mfg. opportunities.

2. LNG Continuous Improvement Organization Champion / Manufacturing Engineer
April 2007 – September 2009 Air Products and Chemicals Inc., Wilkes-Barre, PA
 CI Organization Champion coordinating the Fiscal Improvement Planning Session for entire LNG division
including business area (Sales), engineering, and manufacturing disciplines. Achieved over $.5MM per year
of labor and material cost savings in addition to cycle time reduction.
 Provided cost analysis savings projections at the organization level and opportunities for future potential.
 Identified re-work, cost of non-conformance, customer charges, project overruns, and similar relevant data
to support fiscal planning focus and isolation from production costs.
 Responsibility for executing the Fiscal Plan, facilitation of monthly leadership team meetings with senior
management and coordination of Continuous Improvement activities at the manufacturing plant level.
 Monthly status updates of improvement projects on a monthly basis to plant management including
identifying roadblocks, schedule adherence, and resource compliance.
 Creation and modification of technical manufacturing methods high-lighting safety considerations.
 Financial reporting of quarterly savings of hard and soft savings into the corporate accounting system.
 Certified Green Belt in Lean Manufacturing (Sept. 2009) CI event co-leader trained in DF-X/ DF-M (Design
for excellence / manufacturability) Kaizen facilitation, lessons learned, brainstorming techniques, and
prioritization of solutions.
 Champion for the benefits and positive impacts Continuous Improvement can have on the entire
organization and ingrain the methodology into the culture.
Materials Management Subject Matter Expert
December 2005 – April 2007 Air Products and Chemicals Inc., Wilkes-Barre, PA
 Inventory transactions related to the SAP Warehouse Manager role including raw material issuance, cycle
counts, and Inventory reconciliation and Receiving functions.
 Establishment of Inventory control processes and procedures within SAP, ISO documentation,
departmental instructions, and training.
 Bill of Material creation and modification to assist the planning department with SAP cut over issues and
ongoing bill maintenance in support of procurement and manufacturing.
 Supervisor role within SAP with Shipping/Receiving, Planning, BOM Maintenance, Business Warehouse,
Inventory Management transition roles to improve record accuracy and overall functionality.
SAP Transfer Transition Lead (Temporaryassignment to support critical business need)
May 2005 – December 2005 Air Products and Chemicals Inc., Allentown, PA
 Creation of a new process to migrate Inventory from Legacy Systems into SAP for all Air Products discrete
manufacturing locations, which became the new model for future releases.
 Training and weekly meetings for data integrity, inventory accuracy, problem resolution, providing
management direction, process conversion, term translation, and general support.
 Procurement and installation coordination of barcode equipment and supplies.
 Business continuity planning and disaster recovery plans and documentation.
Senior Manufacturing Cost Engineer
July 2000 – May 2005 Air Products and Chemicals Inc., Wilkes-Barre, PA
 Development of Labor and material cost proposals associated with the manufacture of Air Separation and
Liquefied Natural Gas equipment for the purpose of firm bid quotation.
 Creation and enhancement of cost engineering modules to support firm bid quotes and operation level planning
requirements. Developed an automated material update procedure to improve proposal accuracy.
 Analysis and breakdown of manufacturing costs for labor and material to support Continuous Improvement,
engineering manufacturing options, and bar lowering initiatives.
 Provide cost analysis and relevant data to support for CI Events and experiments to assist with decision making
Production Activity Control Manager
May 1999-June 2000 Preferred Meal Systems Moosic, PA
 The conception and managing of new inventory control practices and procedures for the purpose of improving
processes, support staff education, and the isolation of true material costs.
 The development of improved production efficiencies by creating standards, throughput goals, eliminating
downtime and tracking floor waste management.
 Providing for the systematic movement and tracking of raw materials through finished product for the entire
production cycle.
 Establish and provide periodic inventories and warehouse audits.
 Installation of Genesis Payroll Time and Attendance System utilizing hand scanning and bar-code technology.

3. Mortgage Loan Officer
November 1998-April 1999 Public Mortgage Dickson City, Pa.
 Loan Officer Account Executive
Senior Financial Analyst / Industrial Engineer
July 1992-October 1998 Northrop Grumman Electronic Systems & Integration Division East
Benton, PA
 Monitoring and projecting labor costs and staffing levels on major contracts that I had responsibility for
(V.I.S., Fire Finder, B-2, Adapter, G.A.M., A.S.O., and R.O.R.)
 Proposal preparation and generation of labor and material estimates in both hour and dollar figures. These
proposals are incorporated into Cost Volumes that go directly to the customer for approval.
 Presentation of performance data, manpower staffing, charts and the results of my analysis to all levels of
management.
 Improving our existing systems in the material and labor areas to facilitate the transition from development to
high volume production.
 Involved with analysis and the issuance of new and modified procedures governing the estimating and
resource planning functions.
 Payroll time and attendance including the supervision of keypunch activities for the entire site.
 Property Management centralized control of Government owned test equipment with respect to inventory,
issuance, tracking, disposition, and Government audits.
 Property Administrator for fixed assets and minor property.
 Involvement with initiating I.W.O. / I.W.A. Inter-divisional funding process, direct and indirect charging
methodology for specific tasks.
 ISO 9002 Department Representative.
Resource Planner/BudgetAnalyst, Resource Department
July 1987-July 1992 Grumman Space and Electronics Great River, NY
 Budgeting, manpower planning, generating forecast reports and conveying performance
Measurement data to management.
 Developed and implemented the ASO tracking system, which I designed and coded to
Eliminate manual labor and reduce preparation flow time. The labor savings alone
amounted to approximately $250,000 annually.
InventoryAnalyst, Material Management Department
June 1985-July 1987 Grumman Space and Electronics Great River, NY
 Creation and issuance of assembly kits, and the preparation of reports to management.
 Inventory release of materials from stock and warehouse picker.
 Involvement in yearly inventory of 2MM+ SKU’s
Summary of Experience:
The practical experience I have gained in applying computer technology to the business and manufacturing
environment at Air Products and Chemicals, Northrop Grumman and Preferred Meal Systems will prove of value to
any future employer. In accomplishing my job responsibilities I have become familiar with a multitude of PC based
software. Some of these software programs include SAP Advanced Excel, Outlook, Microsoft Windows, VISIO, Mind
Map, Lotus 123, MS Word, Power Point, Charting Gallery, Oracle Data Browser, AFTEC, Easy Flow, MS Project,
Access, TSO (flow charts), and Exchange. I have also worked with multiple MRP software applications on server
based NT, UNIX, VAX, and IBM Mainframe systems. The skills I have gained analyzing business problems and
developing processes to solve these problems, demonstrates my ability to effectively utilize my technology and
management experience to get the job done. I consider myself to be mechanically inclined and like to be hands on
which assists me being extremely effective in my role as a Lean Manufacturing Black Belt.
References and letters of recommendation from prior employers will be provided upon request.

4. Education and Training:
1985 - Graduated Saint Anthony High School, South Huntington, NY
1988 - Completed Company Sponsored Courses Basic Programming &
Advanced Lotus.
1989 - Graduated Grumman Data Technical Institute (Maintained A Average)
Courses completed: COBOL, RPG, Assembler, and JCL
1992 - Total Quality Training
1994 - Cost Account Manager Training
1995 - Ethics, Standards, Policies, and Procedures
1995 - ISO 9002 Certification
1996 - Advanced Excel at Penn State University
1997 - Property Management Training (PMAC)
1998 - Access at Penn State University
1998 - Accounting 211 at Penn State University (Grade 4.0)
2001 - The I’s of Performance
2001 - Apollo Root Cause
2001 - CI Kaizen Facilitator Training
2002 - APICS Module #1 Basics of Supply Chain Management
Module #3 Detailed planning and scheduling
2003 - Leading Effective Meetings
2005 - Group Problem Solving
2006 - SAP Role Training: Warehouse Manager, Shipping/Receiving, Planning
BOM Maintenance, Business Warehouse, Materials, and Labor reporting
2007 - Excellence in Business Writing, Influence without Authority
2008 - Crucial Conversations
2008 - ACE Cause and Effect
2009 - Sub Process Mapping
2008 - Certified Yellow Belt
2009 - Myers Brigg’s
2009 - Integrity at work
2009 - Certified Lean Green Belt
2009 - Kaizen Manufacturing Certified
2011 - Certified Lean Black Belt