Luis Ernesto Cárdenas Valdez

Calzada de los Virreyes #21 Colonia Virreyes, Nogales, Sonora, México.

E mail: acdpgq@r.postjobfree.com Home: (631-**-***** CEL: (631-**-*****

Over fifteen years of strong and high energy and strategic leadership and applied

experience in the manufacturing industry in operational areas such of Safety, Quality

assurance, Manufacturing efficiency, Cost improvement, Materials flow and WIP

accuracy, Process and Product Engineering best practices, Productive and efficient

maintenance of equipment and tooling.

Great leadership skills, oriented to results, great with numbers and really good on

people management, Spanish-English bilingual, quick learner, steady person, great

positive and winner attitude.

Objectives

Keep myself in a continuous improvement cycle by learning and applying all the

new manufacturing philosophies so I can be a better employee but most important a

better person.

Keep myself working in a company where we both can grow up at the same rhythm so each other could be motivated in

a long term win win relationship.

Keep and grow up the mutual respect and admiration sense between the members of my family and keep improving the

quality level of our lifestyle.

Education

Industrial engineering degree by the Instituto Tecnológico de Nogales.

Professional strengths and experience

Great business structure understanding

I have created the Performance evaluation system.

Improves the results oriented thinking and the employee’s efficiency.

1.

Improves employee’s commitment to business improvement.

2.

Great platform to lean/six sigma continuous improvement program and succession plan.

3.

Excellent people management

I have created the Better people, better business program.

Improves the team member’s communication and self motivation skills.

1.

Improves loyalty and commitment between individuals and company.

2.

Great human capital value and teamwork developer for highly performance teams.

3.

Strategic business Key Indicators projection

I have created the Master plan strategy.

Improves the focus of the employee to specific activities needed on that specific day/week/month.

1.

Improves the sense of urgency on specific activities needed for specific weekly/monthly goals.

2.

Improves the operation’s planning and results oriented thinking and the player’s execution.

3.

Improves the best usage of materials and other resources of the company.

4.

Other professional strengths

Strong understanding of the importance of a Safety environment.

Strong knowledge on Lean manufacturing/Kaizen events implementation.

Experience on Quality Assurance system implementation to DPM and Scrap reduction.

Experience improving On Time Deliver base on manufacturing process detailed understanding.

Experience on operational and inventory Budget management.

Experience on operational Cost and Efficiency improvement.

High/Low mix and High/Low volume operations experience.

Cooking solution group Standex de México S.A. de C.V.

Fabrication Area Manager (Metal stamping manufacturing plant) – August 2013 to ACTUAL

Managing with 3 automatic punching machines Finn power and Amada branded.

Managing with 2 automatic laser cutting machines ByStronic branded.

Managing with 10 semi automatic forming machines Amada, Gasparinni and RAS branded.

Safety level improvement from 6.7 average accidents per month to only 2 in November

Non conditions and corrective actions already identified.

a.

Better understanding of the operators about safety culture as lifestyle.

b.

Implementation of weekly safety walks and safety topics communication.

c.

Metal utilization improvement from 53.7% to 65.3% for a total of $186,537 dollar savings in three months.

Based on Metal sheet nesting improvement from 68.5% to 79.9%

a.

Based on goal established.

1.

Personal auditing and authorizing nest %

2.

Standardization and/or deviation of metal base on parts.

3.

Individual definition of metal sheet sizes.

4.

Getting the programmers fully involved on the high importance of the metric.

5.

Numerical performance evaluation of the programmers against nest % goal.

6.

Implementation of perpetual nests library to reduce the quantity of nests and to keep

7.

inventory under control.

Improvement of laser cutting equipment beam time from 47.3 to 67% in three months.

Based on improvements to the production planning.

a.

Materials load/unload activities.

b.

Lack of metal downtime reduction.

c.

Labor efficiency and individual equipment efficiency improvement from 25% to 45.2%

Based on capacity analysis

a.

Priorities and customer behavior understanding.

b.

Identification of the sources of the equipment downtime.

c.

LEAN/6S implementation for better understanding of the process flow.

d.

LEAN/SMED implementation for an improvement of setup from 209.4 to 162.8 average machine

e.

hours per week.

Next step is LEAN/TPM implementation for equipment failure time reduction.

f.

Next step is LEAN/6S and Visual Factory for tooling organization improvement.

g.

Reinforcement of the production supervision.

h.

Shop floor control and WIP accuracy.

i.

Master scheduling and Production Planning improvement.

j.

Routing and BOM confirmation.

k.

Better understanding of the customer quality expectations.

l.

Over time reduction.

Based on operators and equipment assignation.

a.

Product transfer from US to MX team member.

Waterloo industries inc. – Waterloo de Nogales S.A. de C.V.

Operations Manager (Metal stamping and Plastic molding manufacturing plant) June 2006 to June 2013

Working with 6 Minster, Verson and Blow vertical metal stamping machines from 200 to 250 Ton capacity.

Working with Secondary equipment such of unwinding, straightener and centering machines, over head

cranes, central and individual chillers and central air compressors.

Working with over 150 stamping dies such of simple dies and progressive dies.

Working with 4 automatic punching machines such of Salvagnini, Amada and Trumft laser cutting

machine.

Working with 2 automatic forming machines such of Salvagnini and Amada.

Working with 15 manual forming (punch presses and brake presses) machines such of Amada pneumatic,

Cincinnati hydraulic and Trumft electrical forming machines.

Working with 3 roller forming machines.

Working with spot weld pedestal and hanging guns with simple fixturing or universal (multi product)

fixtures to weld different cold rolled and galvanized steel gauges from .033” to .070” and also with TIG and MIG welding

for stainless steel products.

Working with great performance in regards of quality, safety, efficiency and attainment with powder paint

process, a total of four Vortek and Diamond painting booths, working with Gema secondary equipment, Coral chemical

for washing and preparing the metal surface system and gas dry and cure ovens.

Recognition of the best quality in the market from our main customer in regards of paint process and

finishing based on team effort to create clean room and process in addition to the surface preparation to receive paint

process.

ZERO lost days by accidents since mid 2007 in metal stamping and forming areas based in daily safety

walks and people education to mind set change.

Increment of quality yield to 97% monthly average based on direct labor training and quality audits to

stamping process (against the parameters sheet) besides product quality audits.

Achievement of 100% average on monthly delivery based on in advance scheduling projection and

Master Plan Strategy strong and disciplined follow up.

33% of scrap reduction for a $100K annual savings during 2012 based on engineering involvement to

better understanding of 80/20 root causes as well of the better understanding of the quality specifications and people

training.

63% of Productivity increasing, up to 86% based on value stream mapping process in eight months in

metal stamping manufacturing areas.

17% of metal fabrication manufacturing occupied space reduction in 2012 based on continuous flow (Takt

time based capacity analysis) philosophy.

Plant achievement of 0.26% variance on last physical inventory (W/H, WIP and FG) in 2012.

Plant achievement of 97% on 5/S daily internal audit evaluation.

Plant achievement of 100% average on monthly production plan completion since October 2006 in

molding areas and since 2011 in metal fabrication areas based on installed capacity vs. requirements analysis and daily

follow up to process restrictions.

Plant achievement of 98% on WIP accuracy, based on daily root causes analysis and manufacturing

discipline reinforcement and internal cycle counting program (performance evaluation system on material handlers).

Plant achievement of less than 3% (9 hours total plant) of equipment downtime based on preventive

maintenance daily schedule developed by manufacturing and maintenance teamwork (performance evaluation system

on maintenance technicians).

Plant achievement of zero total plant tooling (molds and/or dies) downtime based on preventive

maintenance daily schedule developed by manufacturing and tool room teamwork (performance evaluation system on

tool makers).

Tool room administration since July 2008,

• Zero downtime by tooling failure registered at any areas.

• Efficiency improvement based with fewer technicians and more support activities.

• Spare parts fabrication to over $100K dollar annual average savings since 2009.

• Change over on molding and stamping and forming areas support.

• Safety and five S pilot and model area.

• First tool room measured by the performance evaluation system that I ever know.

Working with 11 Nissei plastic molding machines from 200 to 720 Ton capacity

Working with Secondary equipment such of Thermo controllers, resin mixers, over head cranes, central

chillers and central air compressors, close circuit (loop) for immediate usage of regrind resin, pigment feeders, hot

stamping and heat transfer stamping machines, inserters and riveting machines.

Working with over 80 plastics molding molds with many cavities molds, hot runner and cold runner molds,

mold inserts, moving cars, mirror finishing and textured surfaces.

ZERO lost days by accidents since September 2006 to date in the plastic molding area based in daily

safety walks and people education to mind set change.

Increment of quality yield to 97% monthly average based on direct labor training and quality audits to

molding process (against the parameters sheet) besides product quality audits.

Achievement of 100% average on monthly delivery based on in advance scheduling projection and

Master Plan Strategy strong and disciplined follow up.

27% of scrap reduction based on close circuit (loop) for immediate usage of regrind resin and base on the

molding processes improvement to reach the close to zero bad units on machine start up.

47% of Productivity increasing, up to 96% based on value stream mapping process in three months in

plastic molding areas.

27% of plastics molding manufacturing occupied space reduction in 2012 based on continuous flow (Takt

time based capacity analysis) philosophy.

CR Bard Medical Division – Productos para el cuidado de la salud S.A. de C.V.

Planner buyer and supply chain coordinator June 2004 to June 2006

Raw material inventory level reduction of 44% from $2,710,000 to $1,516,000.

Raw material inventory days reduction of 35% from 11.4 to 8.4 in seven months

Raw material inventory turns improvement of 35% from 32.1 to 43.4 in seven months

Customer service level improvement from 79% to 94% in seven months

Only person to reach the annual inventory goals out of 6 people in the same position.

* Supply chain coordinator

Development of suppliers to Vendor manage inventory (VMI) concept.

Implementation of Kanban technique for WIP control and efficiency improvements.

Implementation of Supermarket concept between supplier and Bard’s warehouse.

Implementation of Kanban technique between local suppliers and Bard’s warehouse for inventory

reduction and service level improvements.

JDE – ERP system implementation team member.

Cost Improvement Projects (CIP) member team.

Badger Meter Inc. – Badger Meter de México S.A de C.V

SR manufacturing team leader January 2002 to June 2004

Productivity improvement from 74% to 100% in four months

Efficiency improvement from 81% to 98% in four months

Yield improvement from 79% to 89% in six months

Set up time improvement from 39 minutes to 16 seconds

Customer service level improvement from 81% to 100% in six months

* Sr. Manufacturing team leader

Teamwork philosophy implementation.

Implementation of the Pull system philosophy.

Kaizen activities coordination for continuous improvements of the main metrics.

* Sr. Manufacturing engineer

Implementation of Value stream mapping for better process understanding.

Implementation of Kanban technique for supply chain improvements.

Kaizen activities implementation and co ordination.

Implementation of FMEA technique for failures mode documentation and reference.

ITT Industries – ITT Cannon de México

Manufacturing/QA engineer August 2001 to December 2001

* Manufacturing engineer

Indoor outdoor rework co ordination to quality cost reduction.

Visual aids standardization to World Class Manufacturing concept.

Continuous improvements of the cycle times against the base routing.

Implementation of Kanban technique for supply chain improvements.

Implementation of SMED technique for manufacturing efficiency improvements.

Implementation of One Piece Flow technique for WIP reduction and efficiency improvements.

Implementation of Poka Yoke devices for yield improvements.

Kaizen activities implementation and coordination.

* Quality engineer

Scrap and PPM level weekly and monthly following.

Corrective actions request due Costumer complaints following.

USA Nogales product transfer team member.

QC inspector to QC in process auditor mentality change proposal.

QC in process auditor to Quality by the process operator mentality change proposal.

Permanent communication with Core plant in Santa Anna, California.

Samsonite Inc. – SAMSON de México S.A. de C.V.

Manufacturing manager August 1997 to July 2001

Implementation of LEAN Manufacturing techniques for the following results,

Manufacturing area transferred from Tucson Arizona.

Yield improvement at the just transferred area from 56% to 92% in eight months

Productivity improvement from 58% to 97% in six months

Efficiency improvement from 53% to 89% in eight months

Customer service level improvement from 62% to 100% OTD in four months

* Manufacturing manager

Development of the human resource skills and Key positions critical training.

* Manufacturing Engineer

Cycle time studies for a brand new manufacturing area.

Training for more than 90 people for 7 different new positions.

Manufacturing areas lay out design.

* Product Data Management Supervisor

Structure and maintenance of Bill of materials and engineering documents.

Development and implementation of engineering changes.

New product launching team member.

Additional Studies

English language level IV, Pima College, Nog. AZ 40 hrs Jun/00

Calidad Total, Alejandro Cárdenas, Nog. Son. 30 hrs. Sep/01

Six Sigma – Green belt, Michigan University 120 hrs Nov/02

LEAN Manufacturing certificate, ITESM 90 hrs Dec/03

Leaders development, Estrategia Corporativa 120 hrs Mar/04

Team Building, Ricardo Carrasco 30 hrs Sep/04

Total productive LEAN system, ITN 40 hrs Feb/05

Other activities

Partnership of Sigma Ingeniería consultancy group since 2000.

Specialist in lean manufacturing and human development tools.

o

Audio/Video and marketing devices producer

TV/Broadcasting producer

Contact this candidate