1. DUSTIN SHANE ROBINSON
2512 Kyle Drive Lafayette, IN 47909
765-413-7872~d_rob_7@yahoo.com
Proven high level leader with vast experience in lean manufacturing, continuous
improvement, kaizen, 5S, TPM, TPS, and quality control. I am a well diversified, detail-
oriented, self motivated, responsible, experienced, dedicated people person with strong
communication, organization, leadership, and prioritizing skills. Able to multi-task and
lead effectively under all types of working conditions.
WORK EXPERIENCE
May 2013-Present (Magnetation, LLC)
Manager of Operations, Iron Ore Pellet Plant, Reynolds, IN
--Direct and coordinate all safety, maintenance, and operations related functions for 180
employee iron ore pellet manufacturing facility. Producing 8,000-9,000 tons per day of
pellets to supply AK Steel in their Ashland, KY and Middletown, OH facilities. Current
safety TRIR rate of 2.9 is an industry benchmark.
--Direct daily work activities for 13 exempt and 120 non-exempt employees. 2 Site
Superintendents, 6 Operations Supervisors, 1 Logistics Supervisor, 1 Maintenance
Manager, 1 Mechanical Supervisor, 1 Electrical Supervisor, 1 Scheduler, 2 Planners, 2
Maintenance Field Leads.
--Full P&L responsibility for Operations and Maintenance. Help develop and approve all
capital expenditure requests.
--Responsible for developing and executing company policy. I helped develop a culture
of safety first, self-motivated, highly skilled team members with a high job satisfaction
rating. We strive for continuous improvement, continual learning, and team cohesiveness
to keep our employees engaged and working towards the same goals.
--Conduct recruitment efforts for all exempt and non-exempt candidates. Review
applications and interview applicants to match experience with specific job-related
requirements.
--Responsible for training and development of internal work force. Striving to retain and
promote from within. Continuous evaluation of work force needs and manning plans.
--Set and communicate all production related targets based off budgetary conditions.
--Responsible for driving the maintenance plan to ensure the highest equipment
availability and efficiency possible. Extensive experience with Maximo.
--Lead Kaizen events to drive cost and productivity improvements. Striving for
continuous improvement.
--Was part of leadership team that built the facility from the ground up. Lead the
construction/engineering portion over the Additive Storage Building, Mixing/Blending
Building, Hearth Layer Separation Building, Air Pollution Control System, and Pellet
Loadout Building. Lead the structural portion all the way through equipment installation
and commissioning of all production equipment.

2. --Handled all bids/contract negotiations during the construction process. Held
contractors responsible for meeting established construction timelines.
--During 1 year construction phase had only two OSHA recordables and zero lost time
accidents.
--Brief Description of the Mag Pellet Process:
Mag Pellet brings in iron ore from our sister plant in Minnesota. Our process begins by
dumping the iron ore concentrate through our Rotary Car Dumper. We then turn our ore
concentrate into slurry form by introducing it with our make-up water and running it
through a serious of thickeners and our ball mill. We then take our slurry form and filter
it, making it into filter cake form. We then introduce a series of fines additives that were
either purchased or were crushed through our roller mills and mix them into our balling
recipe. This material is then sent to our 6 large balling discs and turned into green balls
sized per our customer spec. These “on size” balls are then sent through our straight
grate 300 yard long furnace, cooked at 2200 degrees, resulting in our final product. The
final product is a hard iron ore pellet about 3/8’-1/2” in size. Lastly these pellets are
loaded into our customer trains and shipped to Ohio. One train holds 12,000 tons of
pellets which is about 1 ½ days of production for us.
March 2011-May 2013 (ThyssenKrupp Crankshaft)
Plant Manager, Veedersburg Forge Plant
--Direct and coordinate all safety, operations, engineering, maintenance, finance, and
related activities of the forge plant.
--Aid in formulating and administering organizational policies, budgets, forecasts, goals
and objectives for the facility.
--Plan and direct all aspects of processes of the workforce to meet or exceed
organizations policies and objectives.
--Assist in identifying competitive strategies and evaluate, adjust, or redraft organizations
plan and philosophy accordingly.
--Work with Senior Leadership in the translation of corporate strategy into necessary
communication imperatives and actionable items.
--Lead plant in meeting all KPI’s (Safety, Quality, Sales, Budgetary, Morale, etc).
June 2009-March 2011 (TRW Automotive)
Operations Manager, North America Steering Division, Lafayette South Plant
--Showed metric improvements in Quality (PPM 36.14 2010 vs 24.8 2011, NCT/QR 28
2010 vs 20 2011), Safety (TRIR 24.7 2010 vs 11.7 2011), and On Time Delivery (98.7%
2010 vs 99.8% 2011). Overall job satisfaction rating of hourly and salary associates rose
12% in 2011 based on opinion survey.
--Oversaw expansion/growth of facility from 150,000 sq ft to 200,000 sq ft with
employee growth from 90 hourly associates to 130+ associates. Oversaw additional
equipment installation and additional wing built on to facility.
--Responsible for daily activities of 130+ union hourly associates, 7 Production
Supervisors, 4 Mechanical Engineers, 3 Quality Engineers, 3 Material Planners, 1
Maintenance Supervisor and 2 Materials Supervisor.
--Responsible for safety of all employees. Verify facility is meeting all company safety

3. standards. Audit all employees are following behavior based safety. Track and
communicate all safety issues that may occur.
--Responsible for all maintenance and preventive maintenance of 200,000 square foot
assembly facility. Including general maintenance (i.e. lawn care, snow removal, painting,
etc).
--Calculate labor and equipment requirements and production specs using standard
formulas.
--Set and attain monthly sales goals. Meet regularly with outside customers to ensure
customer satisfaction is achieved.
--Review operations and accounting records to determine feasibility of production
estimates and evaluate current production.
--Work with Management and/or subordinates to resolve complaints/grievances.
--Read and analyze work orders to determine production scheduling/material ordering.
--Work within budgetary constraints handed down by Regional Manager. Approve all
expenditures for supplies, materials, and human resources.
--Recommend measures to motivate employees and improve production methods,
equipment performance, product quality, and efficiency.
--Develop, implement, and quantify production tracking and quality control systems,
analyzing production, quality control, and maintenance to detect production problems.
Kaizen these issues with permanent counter measures through continuous improvement
efforts.
August 2008-June 2009 (Subaru of Indiana Automotive)
Assistant Production Manager Paint /Group Leader Quality Control Paint Dept
--Responsible for final buyoff of quality on all Subaru and Toyota vehicles leaving paint
section. Have twelve associates and one team leader that are responsible for a quality
paint repairs.
--Daily activities include conducting quality status meeting with all production group
leaders. Establishing and continuously improving quality goals for all paint section.
Troubleshooting and counter measuring quality concerns with all affected areas.
Maintaining continuous flow of repair units to keep repair floats at a manageable level.
Reviewing all paint quality issues with other plant sections. Recording, monitoring, and
presenting all paint quality trends to Senior Managers on weekly basis.
--Assist 2nd Shift Production Manager with daily activities. Activities consist of
managing all aspects of paint shop from raw body through finished paint process,
reporting out to Senior Officers on all quality issues and countermeasures, holding
section Group Leaders accountable for meeting company goals, set daily production
schedule for all groups in paint shop, evaluate and approve/deny section budgetary
requests, and ensure all new associates are following required training activities.
--Section Safety Representative. Responsible for holding monthly safety meetings with
all groups in the paint section. Investigate and countermeasure any safety incidents. i.e.
first aid, OSHA, and near misses. Do hot work permit walks with plant Safety
Superintendent and Senior Managers as needed.
June 2007-August 2008 (Subaru of Indiana Automotive)
Group Leader Paint SealerDeck/ Assistant Production Manager Paint
--Responsible for daily activities of three teams in the paint shop sealer department that

4. apply sealer and PVC to Subaru Legacy and Toyota Camry models. Total associates in
group are 32-35 depending on production schedule demands.
--Daily activities include maintaining/producing Total Productive Maintenance charts,
entering kronos (associate work hours), communicating process changes, troubleshooting
quality and equipment issues, setting daily production goals for Team Leaders and
Associates, assuring company quality standards are met(zero water leak target) and
policies are followed, making overtime decisions, motivating for continuous
improvement, implementing cost savings ideas and process improvements (Kaizens),
reducing/eliminating muda (waste), ensuring 5S is completed daily, daily quality checks,
training/cross training all new associates to Toyota Production System methods, all while
stressing workplace safety.
--Assist 2nd Shift Production Manager with daily activities. Activities consist of
managing all aspects of paint shop from raw body through finished paint process,
reporting out to Senior Officers on all quality issues and countermeasures, holding
section Group Leaders accountable for meeting company goals, set daily production
schedule for all groups in paint shop, evaluate and approve/deny section budgetary
requests, and ensure all new associates are following required training activities.
--Section Safety Representative. Responsible for holding monthly safety meetings with
all groups in the paint section. Investigate and countermeasure any safety incidents. i.e.
first aid, OSHA, and near misses. Due hot work permit walks with plant Safety
Superintendent and Senior Managers as needed.
October 2000-May 2007 (Robinson Family Homes, Inc.)
President/Owner
--Responsible for all activities associated with new home construction
--Responsible for generating new sales with creative marketing
--Reviewed bids and estimated new construction costs
--Recorded, maintained, and analyzed all accounting books including P&L and setting
annual budgets.
--Blueprint design and interpretation
--Coordinated scheduling of sub-contractors & suppliers on 30+ homes per year
--Facilitated all meetings with clients concerning all aspects of each home
--Ran company part-time from 2000 until 2003, full-time till June 2007
January 1997-July 2003 (Subaru Isuzu Automotive)
Group Leader (April 2000-July 2003) Stamping Section
--Responsible for daily activities of three teams in stamping department. Teams
consisted of 8-12 associates, and one Team Leader per team, operating blanking presses
and injection molding machines. Responsible for producing all stamped panels for
Subaru Body shop utilizing Kanban ordering system.
-- Daily activities include maintaining/producing Total Productive Maintenance charts,
entering kronos (associate work hours), communicating process changes, troubleshooting
quality and equipment issues, setting daily production goals for Team Leaders and
Associates, assuring company quality standards are met and policies are followed,
making overtime decisions, motivating for continuous improvement, implementing cost

5. savings ideas and process improvements (Kaizens), reducing/eliminating muda (waste),
ensuring 5S is completed daily, daily quality checks, training/cross training all new
associates to Toyota Production System methods, all while stressing workplace safety.
-- ISO 9002
Team Leader & Acting Team Leader (March 1998-April 2000) Trim & Final
--Coordinated daily work schedules for a team of 14 associates, cross trained all
associates, filled in for absent associates, inspected and calibrated torque tools, tracked
quality, helped troubleshoot quality and equipment problems, and conducted daily team
startup meetings
--Responsible for helping associates maintain individual quality goals
--Received several awards for implementation of cost saving ideas and lead presentations
to explain these to upper management
Production Associate (January 1997-March 1998) Trim & Final
--Cross trained on 18 different jobs in Subaru Trim and Final Section, implemented
process improvement ideas, and assisted teammates with achieving their goals
June 1996-December 1996 (Rea Magnet Wire)
Shipping associate
--Responsible for packaging wire rolls and labeling to ship, required random quality
inspections
EDUCATION
Purdue University, West Lafayette, IN, Bachelor of Science, Organizational
Leadership and Supervision, May 1996