RANDY S. URBAN
119 Warbonnet Trail, Del Rio, Texas 78840
(830) 768-4855 / (830) 313-0068
http://www.webprofile.info/rurban/
randy.urban1@gmail.com
Director – Manufacturing / Plant Manager/ General Manager
Led high-performance operations and manufacturing teams for Tier 2 automotive providers. Committed to
continuous process improvement using Lean manufacturing, Six Sigma, and value-stream mapping initiatives.
Streamlined complex operations, optimizing productivity, cutting costs, and slashing inventory. Managed start-ups
of new international production facilities and turned around underperforming operations. Reengineered
manufacturing processes to increase capacity, cut costs, improve productivity, and slash cycle time. Created and
implemented major capital investment strategies. Led consolidation effort to maintain profitability. Managed teams
up to 6,000 and budgets exceeding $400 million.
CORE COMPETENCIES
 P&L Accountability
 Managing Rapid Growth
 Six Sigma
 Lean Manufacturing
 Process Reengineering
 Customer Satisfaction
 Cost Cutting
 Capacity Expansion
 Multi-Site Management
PROFESSIONAL EXPERIENCE
Irvin Automotive, Pontiac, Michigan
Director of Mexico Operations
1999 – 2007
$226 million 4,000-employee manufacturing company that produces components for automotive OEMs.
Rapidly promoted to lead a team of 12 direct reports for this four-plant operation employing 4,000+ employees in
Mexico and the U.S. Directed production, quality, materials, engineering, HR, lean sigma, and maintenance.
Oversaw forecasting, budget, and capital planning with full P&L responsibility.
Selected Achievements
 Successfully launched and grew two “Greenfield” manufacturing facilities.
 Turned around declining profits by cutting direct and indirect head count at Mexico operations from 6,400
to 3,247, a 49.2% reduction, and from four plants to two with no loss in on-time delivery or customers.
 Met build-out of 300,000 square foot manufacturing space and staffing plans. Enabled achievement of $45
million in incremental sales in first year, growing to $168 million by year three.
 Resolved work stoppage in one week. Secured agreement by virtually all employees to transfer with full
seniority and benefits. Implemented smooth transition with no loss of customers while slashing costs and
increasing margins.
 Cut indirect employees 34%, saving $3.5 million enabling achievement of target cost per earned hour.
Consolidated two shifts into one by increasing throughput. Achieved full breakeven for project within 6.8
months.
 Succeeded profit commitment by $11.5 million. Improved manufacturing efficiency from 65% to 91%
through Lean manufacturing and value-stream mapping production and office processes.
 Reduced scrap from 3% to 1.1%. Improved returns and allowance from .5% to .3% of sales. Cut variable
MFG and fixed as a percentage of sales from an actual 16.6% to 13.1%.
 Implemented new PRMS system to cut consolidated inventory loses from 2.5% to .2% in two years.
 Slashed total cycle time from six to three days. Improved throughput by cutting WIP from three days to one
and one-half on hand.
 Seamlessly transferred multiple, highly automated production lines while meeting all commitments.
 Managed growth from $200 million in annual sales to $400 million in three-year period.
 Improved DPMO and sigma rating from 2.74 to 4.02. Reduced rework and scrap, improving throughput
and COGS.
 Slashed scrap percentages from 3.2% less than 1%, achieving world-class levels.
Randy S. Urban
Irvin Automotive, Pontiac, Michigan
Manufacturing Manager
Page 2 of 2
1996 – 1998
Oversaw all manufacturing operations and served as liaison between corporate and manufacturing facilities. Visited
plants monthly to ensure facilities were meeting company metrics. Reviewed launch of new programs, ramp plans,
and capital equipment setup. Led program management group from customer award of contract to launch phase one
program in manufacturing plants. Conducted audits of EOs vs. BOMs.
Selected Achievements
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Improved materials usages 6%, or $2.8 million, in improved controllable cost.
Rapidly slashed premium freight from $2.5 million to less then $60,000. Improved throughput and
increased profit.
Findlay Industries, Findlay, Ohio
Plant Manager
1994 – 1996
$190 million 500-employee manufacturer of automotive components for OEMs.
Promoted to Plant Manager. Led a team of 6 for this 300-employee facility responsible for day-to-day operations.
Oversaw labor negotiations, inventory control, material cost reduction, vendor negotiations, and production
scheduling. Reviewed P&L, budget development, and capital planning. Managed quality assurance, new program
start-ups, and program management for new contracts with direct involvement in parts design, tooling, and material
selection, including R&D of material and machinery, and continuous improvement implementation.
Selected Achievements
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Ramped up hourly piece production 450% in five months.
Helped develop new technology improving operational efficiency and effectiveness. Acquired and installed
new equipment (presses, large tools, roller coater).
Using Lean manufacturing, improved production processes. Cut number of work shifts from three to two.
Cut headcount 23% and improved sales per square foot, enabling the securing of $1 million in new sales.
Reduced the number of union grievances filed per year from 23 to 6 through improved communications
between management and union employees.
Findlay Industries, Findlay, Ohio
1992 – 1994
Production Manager
Promoted to Production Manager to oversee the scheduling of all production for three shifts. Oversaw all direct
reports for both customer service and vendor planning for this JIT production facility. Ensured on-time delivery.
Earlier positions with Findlay Industries include Quality Inspector and Production Worker. Served as a Police
Officer with the Forest, Ohio Police Department.
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EDUCATION , ONGOING TRAINING, & CERTIFICATIONS
Value Stream Mapping – G&B Consulting - 2006
Lean Manufacturing Certificate – University of Michigan – 2005
TPS Toyota (BAMA) workshop – Toyota Kentucky – 2004/2005/2006
Six Sigma Champions Training – Six Sigma Academy Training International, LLC - 2004
ISO / TS 16949: Implementation in manufacturing plants – 2002/2004
Analyzing Financial Statements – NCCE Austin, TX – 2001
QS9000: Implementation in manufacturing plants – 1994/2000/2002/2004
Synchronies Manufacturing – GM - 1992
Law Enforcement – Degree