KachurResume 11-13-14

ROBERT G. KACHUR
1007 Highland Drive  Canonsburg, PA 15317
Cell: 724.413.6318  Home: 724.746.0576  e-mail: rkachur@aol.com
PROFESSIONAL SUMMARY
Senior hands on manufacturing management professional, recognized for continuous improvement
contributions in the areas of process improvement, Lean Manufacturing, Kanban, Supply Chain
Management, cost reduction, inventory minimization, and quality and productivity improvements. Has
demonstrated competencies in stimulating and maintaining growth and profitability, with numerous
successes in start-up or turn around of manufacturing facilities.
WORK EXPERIENCE
AUMA Actuators Inc. - Canonsburg, PA 7/2004
-10/23/14
Manufacturer of valve actuators and gearboxes for water and wastewater plants, petroleum and chemical
industry, energy facilities, food processing plants, etc. These valve actuators are digital or analog
controlled and ship all over the world. Responsible for Local and International Purchasing, Spare Parts
Sales, Manufacturing Engineering, Planning and Scheduling, Shipping and Receiving, and Logistics.
OPERATIONS MANAGER 7/2004 –
10/23/14
 Operations Manager Responsible for 30% increase in productivity through progressive assembly
and lean manufacturing techniques. Identified approximately $250,000 of new cost reductions
per year by finding more local sources for castings previously bought from Poland and Germany.
Justifications for projects led to purchase of four new machining centers. This allowed us to
bring more outside machining processes in house. Led the operation to a 26% increase in
shipments in first year in the position and a doubling of shipments five years into the position.
 Developed new production scheduling processes, purchasing systems, and quality assurance
defect tracking software by generating Access database programs.
 Designed and implemented an ACCESS software program for a Continuous Improvement
Committee to track all issues between the various departments of the company. Chaired this
cross functional committee, which came up with numerous methods to improve productivity and
accuracy of all departments in the company.
 Realigned spare parts pricing in the company to be more market sensitive, through design of a
software based pricing analysis tool, which allowed rapid evaluation and adjustment of prices to
our costs.
 Developed a compensation program in the company to attract more skilled employees, and to
align skill sets to fair market salaries. Also established cross training for all employees to
improve manufacturing flexibility.
 Optimized inventory space allocations and factory floor space through programs to consolidate
materials in containers on an ongoing basis, and through factory relayouts. Implemented cycle
counting which eliminated the need to shut down the plant to perform yearly overall physical
inventory counts.
 Developed a relationship with a logistics firm to leverage negotiating power, resulting in
$157,000/year savings, and reduced international shipment lead times.
 Led a team to perform a 1.5MM restructuring of our whole facility, while maintaining on time
budgeted shipments, and reducing assembly shifts from two to one. Shipments per Operations
Employee were increased by 10% after this restructuring while Manufacturing Space was
increased by 30%.

ROBERT G. KACHUR
 Introduced several new products, into our facility, which were previously manufactured in the
German parent company. One of the product lines manufacturing costs were reduced by 40% by
this transition. Controlled simultaneous inventory ramp up for new products, and ramp down for
phase out products.
Highland Business Resources, LLC - Canonsburg, PA 2003 – 2004
 Owner of business consulting LLC. Primarily worked with a local Real Estate Developer looking
for sites and opportunities to build an assisted and independent living center. Joined an
international consulting organization (Institute for Independent Business). Also, became active in
real estate sales.
McKesson Automation Inc. - Pittsburgh, PA 1992 – 2003
MAI manufactures robots which interface with hospital information systems, fill hospital patient
pharmaceutical orders, assist in billing for dispensed drugs, and dispose of expired drugs. Robotic
systems sell for as much as $1 million each. Other products include computer controlled medication and
hospital supply dispensing cabinets and medication tracking software. McKesson Corporation purchased
MAI in 1996.
VICE PRESIDENT OF MANUFACTURING OPERATIONS 1992 – 2003
Hired to structure and systematize all Operations areas of this once venture-company. Responsibilities
included manufacturing and remanufacturing, facilities, planning and scheduling, shipping and receiving,
inventory control, purchasing, manufacturing engineering, quality assurance, and formerly design
engineering and information technology.
 Reduced robot system costs by 15% through redesign of fabrications, assembly fixturing, and
negotiation of blanket orders with major component suppliers.
 Extensive involvement in identifying $3 million in product cost reductions, on a higher volume
product line, in one year, while supporting introduction of new products.
 Centralized spare parts, rather than storing at customer sites, saving millions in inventory dollars
annually, while not adversely affecting service levels. Later established remote depots.
 Designed strategic plan for implementing Lean Manufacturing, Kanban, and Supply Chain
Management approaches that significantly reduced inventory levels, cycle times, and floor space.
Reduced inventory by 30% ($10 million) in one year, while revenues doubled in same period.
Reduced inventory 25% in following year. Also, reduced factory floor space by 30%, while shipping
30% more product.
 Managed overall facilities growth from an initial 10,000 square feet to a current 200,000 square feet
by designing factory layouts for two new manufacturing facilities and a third office facility addition.
This expansion accommodated an overall company personnel growth of 16 personnel to over 650
employees. One facility was designed, opened, and producing 1,000 newly designed medication
cabinets in seven months.
 Generated a business information system software specification, while analyzing proposals received,
negotiating pricing, and preparing justifications. Actively participated in implementation,
customizing, and training related to system, which was fully operational within six months of receipt
of software.
 Programmed and implemented an Engineering Change Notice procedure, and completely restructured
bills of materials and the part numbering system.

ROBERT G. KACHUR
 Developed in-process and incoming inspection and test procedures, and corrective action programs.
 Inventory cycle counting instituted, along with control group tracking, charting and employee
involvement, in order to bring cycle count accuracy from ~54% to a current accuracy of 98%.
 Achieved Certification in Production and Inventory Management (C.P.I.M.), and in Integrated
Resource Management (C.I.R.M.) from the American Production and Inventory Control Society.
Also trained as a “Champion” and as a “Black Belt” in Six Sigma business process and quality
improvement techniques.
Cleveland Machine Controls – Servo Drives and Systems Group – Pittsburgh, PA 1983 - 1992
(Formerly Contraves-Goerz Corporation – CSR/Powertron Division – Pittsburgh, PA)
Manufacturer of motion control systems, AC and DC servo amplifiers, motors, and printed circuit boards.
OPERATIONS MANAGER 1988 - 1992
 Reported to company President, managing personnel in manufacturing, purchasing, planning,
manufacturing engineering, customer service, and building maintenance.
 Directed efforts of all departments in identifying over $1 million in potential cost reductions in two
years on job. Cost of goods sold reduced from 72% to 65% of net sales billed from 1988 to 1990.
 Reduced inventory by 20% in 1990 despite new products, with slow moving inventory, being moved
from another facility to ours.
 Participated on a management team, which turned a $7 million loss into an operating profit of $1.5
million in five years. Shipments per employee went from $58,000 per year to $119,000 per year.
 Overall plant delivery on time performance was brought from 52% to 92% by utilizing MRP and
Master Production Schedule approaches to schedule material, and to do capacity loading.
 Led team which improved inventory accuracy from 52% to 95% as measured by cycle counts.
 Improved overall labor efficiency from 90.5%, in 1989, to 97.2%, by end of 1990.
MANAGER OF MANUFACTURING 1986 - 1988
 Directed manufacturing of AC and DC motors, controls, printed circuit assemblies, and chassis
wiring and assembly of standard products onto panels for motor control systems. Responsibilities also
included manufacturing engineering and maintenance.
 Led committee, which identified $500,000 worth of cost reduction projects in one year; and reduced
inventory by over $900,000 in same year. Cost of goods sold brought from 82% to 72% of net sales
billed.
 Instrumental in move of facilities from a 96,000 square foot, eight story building, to a 35,000 square
foot "Just in Time" cellular manufacturing layout, utilizing group technology techniques.
 Participated in planning and implementing move of servo motor facility from Charlotte, NC to a
7,000 square foot facility in Pittsburgh, PA. Doubled monthly motor shipments in first two months,
rapidly relieving a six-month behind schedule condition.
QUALITY ASSURANCE MANAGER 1983-1986
 Designed test audits and Pareto analysis techniques to reduce external failures from 3.4% of net sales

ROBERT G. KACHUR
billed to 1.2%, in first year. Also generated computer defect data collection system, implemented
corrective action programs, and attained American Society for Quality Control Certified Quality
Engineer Status.
Lee-Norse Company (Division of Ingersoll-Rand) - Pittsburgh, PA 1977 - 1983
STAFF QUALITY CONTROL ENGINEER - MANUFACTURING
OPERATIONS
1977 - 1983
 QA responsibility at four plant locations, which manufactured underground coal mining machinery.
Reduced external failure costs from 2.9% of sales to 1.7%, by developing and implementing a
complete Quality Assurance program at all sites.
General Electric Company. 1972 -1977
Served two years on G.E.’s M.M.P (Manufacturing Management Program) on four program assignments,
and two and a half years in a post training assignment.
ADVANCE QUALITY CONTROL ENGINEER - Data Communications Products Department –
Waynesboro, VA
 Developed quality programs for two new products, and for a 1000 per week printed circuit board
assembly operation. This was my two-year post training assignment.
MMP TRAINING ASSIGNMENTS:
PROCESS CONTROL ENGINEER - Television Receiver Products Department – Portsmouth, VA
 Implemented quality programs in plastics finishing/molding operations. Led 24 employees, three
shifts.
FOREMAN - Industrial and Power Capacitor Products Department – Hudson Falls, NY
 Supervised 30 union employees.
MANUFACTURING ENGINEER - Aircraft Engine Group – Cincinnati, OH
 Created a technique to braze high-pressure turbine nozzles for F101 jet engines.
CONTRACT ADMINISTRATOR - Aircraft Engine Group – Cincinnati, OH
 Coordinated execution of vendor purchase order contracts.
EDUCATION
B.S.E.E., Cum Laude (GPA 3.35/ 4.00) – West Virginia University, Morgantown, WV, 1972
G.E. (MMP) MANUFACTURING MANAGEMENT PROGRAM
Program of multiple on-the job training assignments, plus several manufacturing studies classes.
Completed 1974
Six Sigma “Champion” and “Black Belt” training at McKesson, consisting of 4 weeks of classes on

ROBERT G. KACHUR
business process and quality improvement techniques which could be applied across any department of
any business. Completed 2002.
PROFESSIONAL ORGANIZATIONS
ETA KAPPA NU, Electrical Engineering National Honor Society
TAU BETA PI, General Engineering National Honor Society
A.S.Q.C., American Society for Quality Control
CERTIFIED QUALITY ENGINEER # 10014 - 1984
A.W.S., American Welding Society
CERTIFIED WELDING INSPECTOR - 1980
A.P.I.C.S., American Production and Inventory Control Society
CERTIFIED IN PRODUCTION AND INVENTORY MANAGEMENT [C.P.I.M.] - 1994
CERTIFIED IN INTEGRATED RESOURCE MANAGEMENT [C.I.R.M.] – 1994.
S.M.E., Society of Manufacturing Engineers
PUBLICATIONS
"Electronics Firm Combines Plant Move with Switch to J.I.T Manufacturing”, Industrial
Engineering Magazine (March 1989)

ROBERT G. KACHUR

KachurResume 11-13-14

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