ROBERT B.

ANDERSON

Inspiring People to Achieve Vision

East Lansing, MI 48823 (574) 329-8632 rbanderson.inspire@gmail.com

OPERATIONS EXECUTIVE
Building a Culture of Excellence Transformational Leadership Maximizing Shareholder Value
Turnaround & Change Management
LEAN & Theory of Constraints
Strategic Planning & Vision

Process Re-Engineering
P&L / ROI
Resource Optimization

High-Performance Teambuilding
Six Sigma Problem Solving
Coaching & Mentoring

Removing Constraints Accelerating Growth Delighting Customers Outperforming Competitors Maximizing Profits

Culture Transformation: Defining and putting in place performance metrics with managing mechanisms that drive
customer delight (product and service quality) and year-on-year accelerated financial performance. Combined with
process improvements, personnel accountability and skill building; successfully doubled business revenue in four-years
while improving GMs 15 percentage points.

Global Leadership & Record-Setting Profitability: Grew $380M multi-site international manufacturing unit to
become most profitable division in $46B parent companys portfolio. Exceptional performance and market dominance
caused competitors to stop construction of new plants in USA and Europe.

Turnaround Management & Value Creation: Engineered successful transformation of two long-time failing
divisions ($500M & $420M) and profitably sold them in alignment with respective corporate strategic plans; also reversed
prior seven-year history of multi-million-dollar market share loss and led company to all time record EBITA improvement.

Strategic Vision & New Technology Introduction: Recognized market opportunity, created vision and strategic plan,
built team and started new internal company (after three other executives had previously failed) pioneering industrychanging technology; leveraged strategic partnerships to insure new products would have an established demand upon
launch; boosted overall sales by 25% and profits by 40%.

PROFESSIONAL EXPERIENCE
CONN-SELMER INC, Elkhart, IN

2008 2014

$140M producer & seller of musical instruments serving global band and orchestra markets at student, performer and professional level.
Manufacturing included sophisticated metal, plastic and wood part fabrication, assembly and service with complex global distribution.
VP OPERATIONS

Full P&L for seven owned & operated USA-based production facilities, one international distribution center,
and five primary suppliers in Asia (with Quality, Supply Chain, Business and Engineering Teams reporting
directly). Developed all aspects of Strategic Business Plan. Redefined brand focus within premier/multibrand portfolio; designed and managed removal of cultural norms constraining the positioning of brands
versus price points that resulted in year-on-year increased sales and higher GMs.
C HALLENGE : Turn around (two prior VPs had failed during the previous seven years) multiple USA production
facilities and Asia supply base. Directed and built GREAT teams within Supply Chain Management, Quality
Management System, Customer Service, Engineering, New Product Development and Sourcing (throughout
Asia) which:

Transformed company culture. By defining, putting in pl ace performance metrics and managing
mechanisms that drove the organizations focus to include quality service, quality products and
financials.
Raised Level of Thinking. By identifying, training and coaching in the skill areas required to meet
business objectives. (Process Improvement, Problem Solving, Customer Etiquette, LEAN, Six Sigma,
Strategic Planning, Leadership, Product Portfolio optimization, Sales management, Cost accounting , New
Product Development, Capital budgeting )

ROBERT B. ANDERSON

(574) 329-8632 rbanderson.inspire@gmail.com

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Timely review and resolution regarding personnel requirements and performance expectations.
Raised Level of Interaction. Established cros s-functional managing routines that resulted in accelerated
execution (50% cycle time reductions or more) and higher success rates in areas like Product
Development, New Product launches, Marketing collaterals, financial reporting and Customer Complaint
resolution/elimination.
Through dramatically improved product and service quality , reversed prior seven-year history of 10%
annual market share loss ($10M - $15M); produced gains beginning in 2009 equal to 2% to 4% per year
Achieved year-on-year product cost reduction ranging from 2% to 5%
Reduced Customer Past Due Orders from $16M to $900k
Reduced inventory by $26M or 40%
Reduced chronic customer complaints (avg. 480 complaints/month) to 26 per month
EBITDA improvement year-on-year set an all-time record in 2013
Member of Senior Staff; developed annual Strategic Business Plans with added focus on Operations
Organized due diligence in preparation for sale of one plant follow ing consolidation of business unit into
an existing facility; project completed on -time achieving first-year savings targets

JOHN HENRY COMPANY, East Lansing, MI

2001 2008

$250M leading multi-site manufacturer and designer of custom-made merchandising solutions and
marketing materials for the pharmaceutical, multi-media and horticultural industries.
GENERAL MANAGER & VP OPERATIONS

Defined strategy and business plan for entry into flexographic and digital printing. These new (at the time)
leading-edge technologies and products enhanced the traditional business gross margins and posit ioned this
ESOP for eventual sale.
Led transformation of 90-year-strong-historical company market focus and reputation to compliment
the successful entrance into new-growth market opportunities in pharmaceutical and packaging;
employing new technology in flexographic and digital printing.
Built strategic alliances with technology partners that created industry -leading new production process
capabilities that resulted in doubling companys business and increasing GMs . Also reduce time-tomarket by 75% from previous experience.
Reduced human error rates and saved $450K in annual labor costs by re -engineering pick & pack.
Positioned JHH ahead of competitors by developing 100% recycle POP solutions.
Slashed customer complaints 43%, which reduce annual cred its from $1.4M to $700K.
Led company to achieve ISO 9000 certification and GMP compliance within one -year by designing quality
system, hiring new personnel and guiding quality organization (required to enter pharmaceutical market)

DIDDE CORPORATION, Kansas City, KS

1998 2001

$165M market leader of engineering, design, fabrication and technical support services for
offset, digital and flexographic printing presses.

PRESIDENT FLEXOGRAPHIC PRINTING

Company had acquired four independent/competitive flexographic printing companies prior to my hiring.
Directed consolidation of these acquisitions; led business vision development and creation of Chromas
Technologies and directed companys successful entrance into flexographic printing.
Built strategic alliances with technology companies and directed companys entrance into flexographic
printing; boosted company sales by $37M or 25% and profits by 40%
Organized due diligence in preparation for sale of business unit; developed and presented prospectus to
interested buyers; attractive growth, profitability and technology potential led Diddes Board to sell the
flexographic business in an effort to financially stabilize Diddes historically core offset printing business

INTERNATIONAL PAPER INC, Binghamton, NY & Leeds, UK

$350M global division developing, manufacturing, selling and servicing consumables and
hardware used by the printing industry.

GENERAL MANAGER & VP OPERATIONS

1996 1998

ROBERT B. ANDERSON

(574) 329-8632 rbanderson.inspire@gmail.com

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Hired to turn around companys Graphic Arts business. After two years the $420M division was profitable
and gaining market share due to improvements in product and delivery performance f rom production
facilities in US and UK. Achieved original business goal and successfully sold this business to Agfa
Corporation. Helped develop and presented the business prospectus to all interested buyers.

E.I. DuPONT, Wilmington, DE, Tokyo, Japan & Leeds, UK

GENERAL MANAGER GRAPHIC ARTS DIVISION (Wilmington, DE & Leeds, UK)

1974 1996

As GM for $500M Graphic Arts Division, directed turnaround project for failing business unit. After two years
of intensive improvement effort s we profitably sold this business to Kodak.

DIRECTOR ELECTRONICS MATERIALS DIVISION (JAPAN)

Operating out of Tokyo, the Electronics Materials Division ($380M in sales) became the most profitable and
fastest growing business in DuPonts then $46B portfolio. Business included premium brands Kapton and
Teflon films and polymers; products used in advanced areas of electronic and scientific development.
Full P&L responsibility with all supply and demand side function reporting to me
Within first year of strategic team refocusing an d now winning in the market, two Japanese competitors
stopped construction of their production facilities in Europe and the USA
Put in place two Japanese based and one China based joint -ventures, successfully transferred American
technology and process knowledge to compliment established production in Europe and USA
PRIOR POSITIONS at DuPONT INCLUDED:
Global Technical Services Manager for Polyester Films; Sales Manager Northeast; Sales Representative Mid-West;
Plant Manager; Quality Manager; Product & Marketing Manager; Production Manager; R&D Engineer

EDUCATION & PROFESSIONAL DEVELOPMENT

Bachelor of Science Electrical Engineering with honors, Milwaukee School of Engineering, Milwaukee, WI
ADDITIONAL TRAINING
Wharton Business School Financial Management Six Sigma Organizational Development & Improvement
Disneys Advanced Leadership PECOS Building a Learning Team Juran Quality Management Courses
Theory of Constraints Standard Cost Accounting LEAN Throughput Accounting Systems Thinking
Emersion Program in Japanese Culture Mahler Three-Year Advanced Leadership Training Program