ROBERT H.

COMBS, 1946 S Oak St, Gilbert, AZ 85233

Phone (602) 315-0607, Email:rcdec09e@westpost.net
PROFILE: An experienced Management Professional with proven success and extensi
ve background in all phases of domestic and overseas manufacturing at the Operat
ions and Executive Levels. Strong leadership, coupled with forward-thinking and
sound business decisions have increased profitability, productivity, quality, a
nd customer satisfaction.
AREAS OF STRENGTH

Leadership/Initiative Management System Building

Creative/Forward Thinking Customer Focused
Decisive/Accountable Results Driven
Managing/Directing Self-Starter
Empowering/Developing Lean Problem-Solver

PROFESSIONAL SKILLS AND SELECTED ACCOMPLISHMENTS

Hired to turn around a subsidiary of a large Japanese company that had been cons
istently unprofitable for 8 years. I reorganized sales and implemented new sale
s philosophy; negotiated equitable raw material pricing agreement with parent co
mpany; implemented team-based approach to problem-solving and planning; implemen
ted product scheduling and quoting system; introduced new products to the US mar
ket.
Results:
* Business was profitable within 18 months by doubling sales and reducing costs
* Worked with Japanese R&D to introduce Cu and Ta Targets to the US market
* Developed roadmaps with customers to meet their product development processes
* Increased sales by 350%, from $15 M to $50+ M
* Increased On-time delivery from 50% to 95%
* Reduced Customer quote time from 6 weeks to 7 days
Copper Foil Plant was worst in division with respect to quality when I became Ma
nufacturing Manager and later Plant Manager. Developed new manufacturing philos
ophy built around customer satisfaction, balanced-score-card goal setting, "pull
" scheduling with minimum in-process/finished-goods inventory, and detection (an
d elimination) of defects at their source. I also helped build a market for our
products in Asia through frequent visits to customers, coupled with exceptional
responsiveness.
Results:
* Led the plant to best-in-division status from profitability, quality, and prod
uctivity standpoints
* Increased profitability by 15%
* Raised production capacity by 9% without capital expenditure
* Oversaw $30 Million expansion that was completed early, under budget, and star
ted up flawlessly
* Reduced Work-In-Process and Finished-Goods inventory by 15%
* Improved delivery to 95% on-time
Hired to manage the relocation of RSR Corporation's Quemetco Metals facility fro
m Irving TX to Casa Grande AZ and then manage it. Redesigned the plant flow, se
parated products into cells, and integrated TOC and Lean Thinking into the plant
design. After resignation of President, fulfilled many of his responsibilities
, including development of 3 Business Plans (2009, 2010, and 2011). Also coordi
nate with R&D in the development of new processes and products.
Results:
* Started production in Casa Grande in December 2008
* Managed General Contractor to complete installation within 1 year, including a
ll engineering and design
* Hired and trained new employees to produce high quality product within the fir
st month of operation
* Implemented HR, Safety, Production and Financial infrastructure
* Installed, started, and qualify rolling mill with excellent quality
* Met customer deliveries by 100% within 2 years
TECHNICAL QUALIFICATIONS AND EXPERIENCE
Turnarounds, Lean Manufacturing, Six-Sigma, TQM, ISO 9000, MS Office, SPC, TOC,
Team-building
PROFESSIONAL EXPERIENCE
Quemetco Metals Ltd, Inc, Casa Grande, AZ)
January 2008 - Present
Operations Manager
* Developed and implemented plan (integrating TOC and Lean Thinking) to move ope
ration from Irving TX to Casa Grande AZ. Started up in December 2008
* Managed General Contractor to complete installation within 9 months, including
all engineering and design
* Followed up on many of the responsibilities of the President after his resigna
tion in August 2008, including business plan development and reporting to the co
rporation.
* Hired and trained new employees; managed development of all operating procedur
es.
* Improved performance in all key environmental, health and safety parameters
* Developed and implemented HR infrastructure and policies
* Began the journey into lean manufacturing, including scoreboards, 5-S implemen
tation, and team development
* Implemented production scheduling system
Krempel, Vaihingen/Enz, Germany (Personal office Higley, AZ)
July 2002 - March 2006
Commercial Representative
* Gathered information on US Flexible Circuit Market.
* Developed distributor-based sales organization to broaden customer contact and
increase sales
* Directed activities of North American distributors and representatives to intr
oduce products to the US
* Built relationships with North American customers
* Provided initial technical support to customers
* Managed customer expectations with respect to Krempel capabilities.
Nikko Materials, Chandler AZ
July 1998 - April 2002
President and CEO
* Achieved profitability 18 months after joining company. Had been unprofitable
for 8 prior years.
* Turned operation around, ensured company maintained a positive cash flow in bo
th strong and weak markets
* Started up Nikko Materials European office and increased sales by 25%
* Built strong ties with machine makers to become supplier of choice for high pu
rity metals
* Increased sales 350% and reduced operating costs, met customer delivery requir
ements
* Developed management team and mentored business staff regarding roles, interre
lationships,and lean thinking
* Gained business at all major US semiconductor companies
* Developed and achieved Annual Business and Capital Plans for US and Europe
* Achieved harmony between Japanese and US operations
* Negotiated transfer pricing and sales prices with Japanese parent company
* Resolved manpower turnover and equity issues
Gould Electronics Inc, Eastlake OH (Kept office in Chandler AZ)
March 1981 - June 1998
Director of Quality Assurance January 1996 - June 1998
* Planned and championed quality direction for division
* Began implementation of customer quality teams in US and Europe
* Monitored and maintained division ISO quality systems
Plant and Manufacturing Manager, Chandler, AZ March 1986 - June 1996

* Led the plant to best-in-division status from profitability, quality, and prod
uctivity standpoints
* Increased profitability by 15%
* Raised production capacity by 9% without capital expenditure or additional man
power
* Oversaw $30 Million expansion that was completed early, under budget, and star
ted up flawlessly
* Reduced Work-In-Process and Finished-Goods inventory by 15%
* Improved delivery to 95% on-time
* Introduced lean techniques to pull production through plant and eliminate wast
e from scrap, downtime, and business systems
* Developed management team, including succession planning such manpower changes
were seamless
* Developed and achieved Annual Business Plans, Manpower Plans and Capital Plans
* Implemented Cash Flow Projections to level expenditures

EDUCATION
BS in Chemical Engineering from the University of Kentucky in Lexington