Bobby Wayman
Vice President Operations at Lakeside Book Company- Claim this Profile
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Bio
Greg Cunningham
Our factory used to be the premier place to work in Stillwater but things changed. The previous manager didn’t seem to care about much more than cashing a check and the factory suffered both in status, production and disrepair. It became a place where everyone was looking for a new job. It was in this environment that Bobby walked into back several months ago. Bobby said a lot but so did the previous manager but never delivered. He said safety was his number 1,2 and 3 thing and that above anything our safety was far more important than product. I had heard this a many previous employers but it was made clear that you needed to get the job done rule or not. In addition Bobby promised to make our factory a place we want to work again, a family again. He asked us to give him a few months of our best effort and he said he would give his and he promised things would get better. Well being somewhat of a
LinkedIn User
When I think of Bobby I think of a high energy, direct and purpose-driven leader. He stays focused on the objectives but is able to flex and change as the plan develops or to any needs of the team. He cares about his direct reports. I never had the chance to work for Bobby directly during my time at Goodyear but I would have liked to. The Area Managers that reported to Bobby always spoke highly of him. Bobby kept his finger on the pulse of his team. I was his internal customer and I never felt pushed aside when I needed something from him. I, like Bobby, have many years in manufacturing and can honestly say he is one of the best, most straight forward and honest leaders I have had the pleasure to work with. I would highly recommend Bobby as a 1st level leader to any organization.
Greg Cunningham
Our factory used to be the premier place to work in Stillwater but things changed. The previous manager didn’t seem to care about much more than cashing a check and the factory suffered both in status, production and disrepair. It became a place where everyone was looking for a new job. It was in this environment that Bobby walked into back several months ago. Bobby said a lot but so did the previous manager but never delivered. He said safety was his number 1,2 and 3 thing and that above anything our safety was far more important than product. I had heard this a many previous employers but it was made clear that you needed to get the job done rule or not. In addition Bobby promised to make our factory a place we want to work again, a family again. He asked us to give him a few months of our best effort and he said he would give his and he promised things would get better. Well being somewhat of a
LinkedIn User
When I think of Bobby I think of a high energy, direct and purpose-driven leader. He stays focused on the objectives but is able to flex and change as the plan develops or to any needs of the team. He cares about his direct reports. I never had the chance to work for Bobby directly during my time at Goodyear but I would have liked to. The Area Managers that reported to Bobby always spoke highly of him. Bobby kept his finger on the pulse of his team. I was his internal customer and I never felt pushed aside when I needed something from him. I, like Bobby, have many years in manufacturing and can honestly say he is one of the best, most straight forward and honest leaders I have had the pleasure to work with. I would highly recommend Bobby as a 1st level leader to any organization.
Greg Cunningham
Our factory used to be the premier place to work in Stillwater but things changed. The previous manager didn’t seem to care about much more than cashing a check and the factory suffered both in status, production and disrepair. It became a place where everyone was looking for a new job. It was in this environment that Bobby walked into back several months ago. Bobby said a lot but so did the previous manager but never delivered. He said safety was his number 1,2 and 3 thing and that above anything our safety was far more important than product. I had heard this a many previous employers but it was made clear that you needed to get the job done rule or not. In addition Bobby promised to make our factory a place we want to work again, a family again. He asked us to give him a few months of our best effort and he said he would give his and he promised things would get better. Well being somewhat of a
LinkedIn User
When I think of Bobby I think of a high energy, direct and purpose-driven leader. He stays focused on the objectives but is able to flex and change as the plan develops or to any needs of the team. He cares about his direct reports. I never had the chance to work for Bobby directly during my time at Goodyear but I would have liked to. The Area Managers that reported to Bobby always spoke highly of him. Bobby kept his finger on the pulse of his team. I was his internal customer and I never felt pushed aside when I needed something from him. I, like Bobby, have many years in manufacturing and can honestly say he is one of the best, most straight forward and honest leaders I have had the pleasure to work with. I would highly recommend Bobby as a 1st level leader to any organization.
Greg Cunningham
Our factory used to be the premier place to work in Stillwater but things changed. The previous manager didn’t seem to care about much more than cashing a check and the factory suffered both in status, production and disrepair. It became a place where everyone was looking for a new job. It was in this environment that Bobby walked into back several months ago. Bobby said a lot but so did the previous manager but never delivered. He said safety was his number 1,2 and 3 thing and that above anything our safety was far more important than product. I had heard this a many previous employers but it was made clear that you needed to get the job done rule or not. In addition Bobby promised to make our factory a place we want to work again, a family again. He asked us to give him a few months of our best effort and he said he would give his and he promised things would get better. Well being somewhat of a
LinkedIn User
When I think of Bobby I think of a high energy, direct and purpose-driven leader. He stays focused on the objectives but is able to flex and change as the plan develops or to any needs of the team. He cares about his direct reports. I never had the chance to work for Bobby directly during my time at Goodyear but I would have liked to. The Area Managers that reported to Bobby always spoke highly of him. Bobby kept his finger on the pulse of his team. I was his internal customer and I never felt pushed aside when I needed something from him. I, like Bobby, have many years in manufacturing and can honestly say he is one of the best, most straight forward and honest leaders I have had the pleasure to work with. I would highly recommend Bobby as a 1st level leader to any organization.
Experience
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Lakeside Book Company
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United States
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Printing Services
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300 - 400 Employee
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Vice President Operations
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Sep 2022 - Present
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Armstrong Flooring™
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United States
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Wholesale Building Materials
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200 - 300 Employee
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Plant Manager
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Dec 2021 - Present
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Panther Sand LLC
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Oklahoma City, Oklahoma Area
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General Manager / Owner
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Jan 2017 - Dec 2020
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Yellow Jacket Oil Services LLC
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Odessa/Midland, Texas Area
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Vice President of Manufacturing
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Aug 2016 - Jan 2017
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SERVA Group
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United States
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Oil and Gas
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1 - 100 Employee
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Vice President of Manufacturing (Oil and Gas)
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Jan 2015 - Jun 2016
Responsibility for all areas of manufacturing in 4 plants located in the U.S. and Canada producing equipment for use in the oil and gas business Responsibility for all areas of manufacturing in 4 plants located in the U.S. and Canada producing equipment for use in the oil and gas business
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Plant Manager
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Aug 2011 - Jan 2015
Responsible for total operations to include safety, quality, productivity, customer satisfaction, lean, and P & L. This is done through Clear expectations, systems, communications, teaching, coaching, mentoring, listening, accountability, and building teams Responsible for total operations to include safety, quality, productivity, customer satisfaction, lean, and P & L. This is done through Clear expectations, systems, communications, teaching, coaching, mentoring, listening, accountability, and building teams
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The Goodyear Tire & Rubber Company
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United States
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Motor Vehicle Manufacturing
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700 & Above Employee
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Production Manager
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Oct 2008 - Aug 2011
Responsible for total operations consisting of safety, quality, productivity, budgets, inventory, scheduling, capital projects, discipline systems, lean systems, manning, and efficiencies. The Lawton plant is 2.6 million square feet under roof and produces 65,000 plus tires per day. It has 2800 non-union associates both hourly and salary and operates 355 days a year on a 4 shift continuous schedule.. This role reports to the Managing Director. Lawton, Oklahoma Facility. Served as Managing Director, while also handling the Production Managers role. Show less
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Manufacturing Director
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Jun 2010 - Oct 2010
Responsible for total operations consisting of safety, quality, productivity; budgets, inventory, scheduling, capital projects, discipline systems, lean systems, manning, and efficiencies. The Lawton plant is 2.6 million square feet and produces 65,000 plus tires per day. It has 2800 non-union associates both hourly and salary and operates 355 days a year on a 4 shift continuous schedule. This role reports to the Director of Consumer Tires.
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Operations Manager
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Jun 2008 - Oct 2008
Responsible for tire building operations consisting of 680 associates. All areas to include safety, quality, productivity; budgets, inventory, scheduling, capital projects, discipline systems ,and P & L. This role reports to the Manufacturing Director. Lawton, Oklahoma Facility
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Manufacturing Director
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Feb 2007 - Jun 2008
Responsible for total operations consisting of safety, quality, and productivity, budgets, inventory, scheduling, capital projects, discipline systems, lean systems, manning, and efficiencies. The Tyler plant is 1.3 million square feet and produces 23000 plus tires per day. It has 1206 union associates both hourly and salary and operates 354 days a year on a 4 shift schedule. This role reports to the Director of Consumer Tires.
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Operations Manager
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2006 - 2007
Lead a team that was responsible for 15 North American Tire Plants in maximizing machine uptime, reducing waste, reducing cost, and driving improvements that walk cost out the door
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Education
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1987 - 1992
Cameron University
Bachelor of Business Administration (B.B.A.), Business Administration and Management, General
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