Robert M.

Rath

Uncommon Results Using Common Resources

www.linkedin.com/in/bobrath

bobrath1@sbcglobal.net

708-927-0400

Results Driven, Innovative Executive looking for VP/Director of Operations, Quality and/or
Product Management opportunities. Global Business Executive and Industry Expert with an
exceptional record of growth, innovations, and profitability both domestically and internationally.
Areas of focus are product development, lean, quality systems, remanufacturing and operational
excellence. Record of high quality products that were the benchmark in the industry. Team Leader
who has the ability to maximize the performance of the organization through collaboration,
communication and alignment towards customer satisfaction.
Select Accomplishments

Responsible for $800M Engine Aftermarket Business

From an empty warehouse to 100 remanufactured locomotive engines in 10 months
Implemented QS-9000 at the 2,800 employee Engine Division in 18 months
Increased revenue 13x and Income 150x with twice the floor space and 5x personnel

Expertise that Improves Performance

High Margin Product Development

Product Innovation
Lean Operations
High Performance Team Builder
Strategic Business Acquisitions

International Business Development

Strategic Marketing Domestic & International
Quality Systems
Brand Management
Product Management

PROFESSIONAL EXPERIENCE
$1.9B Electro-Motive Diesels (EMD) Division of Progress Rail/Caterpillar, La Grange, IL
2007 to 2015
One of two major freight locomotive manufacturers in the world and engine supplier to marine and power
generation markets
Aftermarket Product Line Manager Engines and Emissions ($800M business)
Senior Business Development Manager for all Aftermarket Engine and Emissions programs
Key contributor to the development of the multi-year contract to supply 1,500 remanufactured engines
Implemented high-quality Locomotive Engine Remanufacturing in La Grange, IL
0 to 100 remanufactured engines in 10 months starting in an empty warehouse
1 remanufactured locomotive engine per day generating $1 million revenue per week
Integrated remanufactured engines into new engine assembly line
Led the $150 million engine remanufacturing segment of the business with 35% margins
Advanced alliances with Caterpillar to implement innovative salvage techniques
Implemented emissions reduction programs for all EMD engines
Introduced fuel consumption reduction programs for the locomotive and marine markets
Directed EMD Brand Marketing and marketing programs to promote the value of branding
Participated in the development of both Dynamic Gas Blending (DGB) and Direct Injected Gas (DIG)
natural gas engines for power generation, marine and locomotive applications
Contributed to the Tier 4 Engine Development Program
Developed turbocharger cost reductions of $2 million the first year and identified opportunities for
another $2 million/yr. savings
Supported international engine component remanufacturing programs.
Established new cylinder head salvage process in partnership with Caterpillar to salvage $3M of cylinder
heads to meet delivery schedules and salvage a $30M international contract
Identified target markets and products based on customer insights
Distribution channels included direct to market and dealer networks

Robert M. Rath
www.linkedin.com/in/bobrath

Uncommon Results Using Common Resources

bobrath1@sbcglobal.net

708-927-0400

$35 M GLOBAL GEAR AND MACHINING, Downers Grove, IL

2004 to 2006
High volume, 24 hour/day gear and machined component manufacturing operation specializing in diesel
engine components
President
Top level position with full P&L responsibility for a 135-person 24 hour/day operation growing the business
from $24 to $35 million in two years
Implemented the business case to transition from a single captive customer to a multiple diverse
customer operation
Increased sales 45% utilizing 15% increased manpower and 15% additional capital equipment
Purchased $3 million of equipment for $1 million which increased throughput 25% and reduced
manpower 45% in two high volume cells
Implemented one piece flow in two cells
Installed multiple tasking machines
Initiated two additional heat treat processes
Proposed alternate materials to reduce cost without sacrificing strength or durability
Reduced perishable tooling costs by 30% in two years
TECHNICAL CHANGE ASSOCIATES, Ogden, UT
2003 to 2004
Consulted at Giddens Industries and revamped the Aerospace bid process to reduce 3 month engineering
backlog to one week. Completed routings on time to support Operations to eliminate engineering backlog
and meet production schedules.
INTERNATIONAL TRUCK AND ENGINE CORP. (Navistar), Engine Div., Melrose Park, IL
1996 to 2003
Worlds largest medium duty diesel engine manufacturer at that time with $2 billion sales and 2,800
employees. Provided diesel engines to International Truck and Ford Motor Company, which dominated the
heavy-duty diesel pick-up market with 60% share in that time period.
Vice President of Quality and Reliability, Engine Division
Member of the executive management team with responsibilities in the USA, Brazil and Argentina.
Developed the strategic quality and reliability systems for seven manufacturing sites which included two
foundries and served for two years as Director of the $300 million revenue I-6 business unit with full P&L
responsibilities.
Led the 2,800 employee divisions cultural and organizational program to secure QS-9000 registration
Negotiated and defined the quality requirements in the 10-year $12 billion Ford Diesel Engine Supply
Agreement that insured a long-term alliance with Ford Motor Company
Reduced first year warranty by 82% after new engine launch by creating an alliance with Ford that
resolved critical design issues in less than 90 days after identification
Reduced customer delivery defects 40% from 30 to 18 per 1,000 in 10 months on diesel engines
Recipient of the Ford Award, Recognition of Achievement Warranty Reduction for implementing
product improvements totaling $24 million
Resolved electronic diesel engine control 100% failure rate by forming a skunk works team 90 days
before engine launch that resolved the issue and installed permanent corrective action before launch.
Initiated the Divisional Black Belt Program yielding $15 million net savings in the first year to eliminate
chronic problems using the six-sigma process
Performed vehicle field tests to predict new product quality and minimize first year warranty issues
Secured Board approval to purchase a surplus engine transfer line at 20% of the original cost for the
2004 engine program saving the company approximately $50 million

Robert M. Rath
www.linkedin.com/in/bobrath

Uncommon Results Using Common Resources

bobrath1@sbcglobal.net

708-927-0400

DETROIT DIESEL REMANUFACTURING WEST, Salt Lake City, UT

1996
One of three operations under Detroit Diesel Remanufacturing supplying remanufactured Detroit Diesel
Engine components under the reliabilt trademark worldwide
Vice President and General Manager/Plant Manager
Officer level position with full P&L responsibility for a $38 million 300-person operation progressing from
Plant Manager to General Manager to VP/GM

Increased reman business 13x, Income 150x with twice the floor space and 5x personnel
Developed sales in the Australian and Asian markets which increased revenues 10%
Established a relationship with GM to remanufacture automotive transaxles
Led the organization to achieve industry recognition as the first remanufacturer to achieve Class A
Manufacturing Resource Planning (MRP II/ERP) worldwide by focusing the organization on key metrics
to improve the entire business process
Grew the business 30% by acquiring two competitors to add new products without adding floor space
Achieved sole source worldwide production of remanufactured injectors and turbochargers with the
strategy of lowest cost and highest quality producer
Secured Industrial Revenue Bonds from the State of Utah to expand the business in to a 2nd building
Reduced annual employee turnover from 60% to 13% by engaging the workforce in improving the
workflow and interfacing with customers
Reduced product lead-time from 14 days to as little as three hours by eliminating process flow issues to
grow the business without adding floor space

EDUCATION
Lake Forest Graduate School of Management, Schaumburg, IL Campus, MBA classes (50% Complete)
General Motors Institute (now Kettering University), Flint, MI
Bachelor of Mechanical/Automotive Engineering
PROFESSIONAL DEVELOPMENT & INDUSTRY AFFILIATIONS
Illinois Business and Industry Services Advisory Board Member
Former Director, Northern Illinois Business Industry Services
Past Director, Utah Custom Fit Training for Economic Development
Society of Automotive Engineers (SAE)
(Past Chairman Colorado and Salt Lake, and twice Outstanding Younger Member)
Salt Lake City Environmental Improvement Awards
Former member American Society for Quality (ASQ)
Advisor, Utah Business Week
Business Consultant, Junior Achievement
Certified Porsche Driving Instructor
Director, Porsche Club of America Chicago Region (Overall Award 6 different years)
Proficient in MS Office Suite