Roger L. Marshall
Battle Ground,USA
Summary
Results driven organizational leader with extensive expertise and success in high volume manufacturing execution & product development. Proven systems driven facilitator skilled in improving safety, quality, maintenance (predictive & preventative), P&L, project management, human resource development, engineering (product, process, & manufacturing), operational excellence, delivery, productivity, and workplace organization. Recognized throughout multiple industries in developing and improving customer satisfaction while growing business relationships with customers and suppliers.
Overview
36
36
years of professional experience
Work History
PLANT MANAGER
Rea Magnet Wire
Lafayette, IN
09.2023 - Current
- Returned to previous employer to revamp and restructure a distressed plant. Plant had significant Capital investment opportunities needing immediate attention and successful deployment of resources.
- Documented improvements since 2023:
- OEE Operational Improvement from 67% upon arrival to 84% by April 2025
- Safety TRIR improvement from 3.4 in Dec 2023 to 0.42 in April 2025. Significant focus placed on 5S Methodologies and Leadership Accountability to Achieve these results
- $70 Mil Plant Investment in new Technology and Infrastructure Improvements Throughout the Facility. All Investment Improvements and Timing have been met or exceeded to date
- Significantly reduced customer Quality returns YOY by establishing effective root cause analysis & corrective actions for all returned material
- Significant improvement & focus on hiring and retaining top level employees in Salary and Hourly workforce
PRESIDENT/CHIEF OPERATING OFFICER
Forge Racks & Dunnage
Connersville, IN
11.2021 - 09.2023
- Responsible for the company's overall financial performance with accountability for Safety, Operations, Supply Chain, Shipping, Human Resources, P&L, Quality, and Operational Excellence. Company produces Metal Fabricated Racking and Dunnage solutions for the Automotive, Agriculture, and Transportation industry throughout North America.
- Documented improvements since 2021:
- 2022 Sales increased 32% YOY; Best sales year in Company history
- Implemented an entirely new Staff including: OpX/Quality Manager, V.P. Finance, Human Resource Director, Supply Chain Manager, Project Manager, and Business Analyst
- Improved On Time Delivery from 50% within first 6 months by implementing a Rough Cut Capacity Planning Tool for all functional production areas (Laser, Saw, Press/Brake, Plasma Cutting, Welding, and Final Assembly)
- Revenue, EBITDA, & Net Profit achieved all time Company highs
- Sales & Production schedule at full capacity through Q2 2023 and tracking for a record 2023
- Implemented Safety systems & programs from scratch, along with a WorkPlace Organization tracking system for all departments to utilize
- 2023 Strategic Focus on Leadership & Employee Development Implementation
PLANT MANAGER
Rea Magnet Wire
Lafayette, IN
07.2014 - 11.2021
- 24/7/365 operation’s responsibility for safety, quality, supply chain, manufacturing, human resources, purchasing, engineering, P&L, and Operational Excellence. Plant produces 100+ Mil lbs of magnet wire annually that is distributed throughout the world to various markets: transformers, motors, automotive, appliances, aftermarket, and electronics. Plant is a continuous operation that operates on a 4 shift configuration throughout the year.
- Documented improvements since 2014:
- Increased production volume by 32% from 2016 to 2020 by focusing on customer centricity, on-time delivery improvements, and new customer product growth and value enhancement
- Reduced overall variable costs by 21.2% from 2015 to 2020 by optimizing oven utilization and productivity improvements through value stream mapping and continuous improvement projects
- Reduced conversion costs by 21.9% from 2016 to 2020 by implementing a monthly burden checkbook spending account and tracking expenditures daily
- Improved labor cost per pound by 17.5% from 2015 to 2020 through multiple productivity Kaizen events and waste reduction
- Quality PPM returns improved 77.6% from 2015 to 2020 by implementing permanent corrective actions centered around repeat customer complaints
- On-time delivery performance improved from 91% to 99.2% over the past 4 years
- Safety incident rate improved 83% from 2015 to 2019 by focusing on shop floor behaviors, safety audits, and work place organization improvements
- Scrap reduction improvement of 41.6% from 2018 to Q4 2020 by implementing O.E.E. business culture and daily tracking and accountability within the manufacturing process
- Overall plant O.E.E. has improved from 79.8% in 2018 to 86.8% in Q4 2020
- Initiated shop floor training and on-boarding program for all new employees in 2018. Safety, scrap, productivity, and equipment uptime have achieved best-in-class results
- Lafayette plant has achieved 1st or 2nd place for the Rea plant of the year award multiple years after being at or near the bottom in 2014 & 2015. Plant has also earned the Most Improved Safety award, No Recordable Injury award (twice), Customer Service award in 2018 & 2019, Zero PPM award multiple times from numerous automotive customers, and Wired for Excellence Operational Excellence award 2 of the past 3 years
PLANT MANAGER
Wabash National Corporation
Lafayette, IN
05.2006 - 07.2014
- Total operations responsibility for safety, quality, manufacturing, scheduling, engineering, lean/continuous improvement, and financial performance for a high volume trailer manufacturer in the transportation industry. Successfully lead, coach, and direct a cross functional, professional staff mentoring 300-1200 production associates over multiple shifts and production assembly lines, while executing to and exceeding the monthly/annual operating plan and operational metrics. Annual plant revenue exceeds $300M with significant growth potential.
- Accomplishments:
- 85% Safety TRIR improvement with significant progression in behavioral based safety initiatives
- Led dry van manufacturing facility through a plant transformation process in 2008 & 2009 which resulted in 6 assembly lines being consolidated to 3, while implementing a mixed model assembly scheduling process. This process slashed overhead and burden costs, integrated multiple option trailers into the high volume manufacturing process, and allowed incoming raw materials to be handled and presented directly to the assembly line
- Successfully navigated the dry van production team through a dramatic market increase & recovery in 2010 & 2011 while successfully achieving all productivity and quality goals
- Significant maintenance improvement in P.M. completion rate, calls per month, and equipment uptime. 100% critical P.M. completion rate over the final 7 month which correlated to a 26% improvement in equipment uptime
- Coached, developed, and mentored multiple salary and hourly associates in the refrigerated and dry van assembly operations over an 8 year period. Safety, quality, on-time schedule performance, cost reduction, and work place organization showed consistent & measurable improvements and performance throughout this time
OPERATIONS MANAGER/PLANT MANAGER
Hayes-Lemmerz International
Wabash, IN
10.2004 - 05.2006
- Promoted to Plant Manager in 2005
- Hired as an Operations Manager in 2004
AREA MANAGER (Maintenance/Assembly)
DaimlerChrysler Corporation
Kokomo, IN
04.1998 - 10.2004
- Nominated for Corporate Executive Leadership Training in 2004
- Promoted to Production Area Manager in 2001
- Promoted to Maintenance Area Manager in 1999
- Hired as a Maintenance Supervisor in 1998
GENERAL SUPERVISOR – MAINTENANCE
Guide Corporation (General Motors)
Anderson, IN
07.1990 - 04.1998
- Promoted to General Supervisor – Maintenance in 1996
- Promoted to Sr. Manufacturing Engineer in 1995
- Assigned to Process Engineering in 1994
- Promoted to Maintenance Supervisor in 1991
- Began career as an entry level Quality Engineer in 1990
Education
Masters of Science - Management
Indiana Wesleyan University
01-2004
Bachelor of Science - Mechanical Engineering Technology
Purdue University
01-1990
Skills
- Safety Systems
- Operational Excellence
- Product Quality
- Topgrading
- Customer Satisfaction
- Organizational Transformation
Timeline
PLANT MANAGER
Rea Magnet Wire
09.2023 - Current
PRESIDENT/CHIEF OPERATING OFFICER
Forge Racks & Dunnage
11.2021 - 09.2023
PLANT MANAGER
Rea Magnet Wire
07.2014 - 11.2021
PLANT MANAGER
Wabash National Corporation
05.2006 - 07.2014
OPERATIONS MANAGER/PLANT MANAGER
Hayes-Lemmerz International
10.2004 - 05.2006
AREA MANAGER (Maintenance/Assembly)
DaimlerChrysler Corporation
04.1998 - 10.2004
GENERAL SUPERVISOR – MAINTENANCE
Guide Corporation (General Motors)
07.1990 - 04.1998
Bachelor of Science - Mechanical Engineering Technology
Purdue University
Masters of Science - Management
Indiana Wesleyan University