Felipe Cisneros

***** ***** ********* ***

Portage, MI 49002

Phone: 269-***-****

Email: ab8v1x@r.postjobfree.com

Objective: To secure a permanent position as an operational leader in Lean Manufacturing

Highlights of Qualifications

EXPERTISE - Completed Toyota's two-year program at OMDD (Operations and Management

Development Division) learning and implementing Toyota Production System (TPS) in plant

continuous improvement activities, supplier support and development, and product

launches. Business management skill development included; project management, Hoshin planning,

succession planning, team development and cultural transformation. OMDD is Toyota's place to

train managers at the highest level under the mentorship of Toyota's TPS masters. This two-year

submersion into the TPS culture prepares its students to return to their group and "level up" the

thinking of those around them for the betterment of their company and product.

PROCESS DEVELOPMENT AND CONTINUOUS IMPROVEMENT - Identifies and

collects current measures identifying gaps in achieving targets, production lead time versus order

lead times, inventories, and supply chain performance; facilitates lean manufacturing studies,

discussions and training; coordinates and leads lean manufacturing process implementations

BILINGUAL - Fluent in both English and Spanish

COMMITMENT- Exhibits integrity and attention to detail in every facet of professionalism

SOFTWARE – Extensive familiarity with AS/400 and have also worked with SAP and Oracle

Professional History

February 2012 – Present Aleris International: Coldwater, MI – Lean Manager

Train coach & facilitate AOS “Lean concepts and principles” Such as: A3 thinking

Coach support process teams to collaborate on improvement

Work with department managers to effectively measure and document impact of process

improvements

Provide AOS training on AOS concepts and principles: Practical Problem Solving and visual

management

Actively identify barriers to AOS success and develop strategies to overcome and gain

alignment

Provide manufacturing strategy resulting in 1.7 furnace turns (2 is considered world class)

Lead Strategic Planning for calendar year 2012

Implementation of information center meetings on the production floor

Led through put project that resulted in 90k savings in March 2012

April 2011 – January 2012 MicroMachine Co.: Kalamazoo, MI – Internal Manufacturing

Consultant/ Lean Engineer

Identified manufacturing priorities through establishing safety, quality and productivity goals

Implemented four continuous production cells of CNC equipment

Felipe Cisneros

10205 South Westnedge Ave

Portage, MI 49002

Phone: 269-***-****

Email: ab8v1x@r.postjobfree.com

Developed capacity planning strategies for three production departments

Implemented visual scheduling and trained manufacturing leads

Utilized lean manufacturing expertise to capture current conditions and improved cost

quoting accuracy

Implemented process for tracking equipment effectiveness to drive improvement in

production

Set and measured 5s standards in all departments

Lead company-wide lean education from the production floor to upper management

June 2010- March 2011 Gestamp Mason: Mason, MI - Operational Manager - Responsible for:

• Directly leads six Manufacturing Supervisors, one Scheduler and one Continuous

Improvement Engineer

• Manages day-to-day production scheduling to meet customer demand

• Responsible for Operations policy deployment

• Sets head count calculation for assembly department

• Leads initiatives to reduce labor processes

• Successfully reduced die change time from 71 mins to 51 mins in Q1 2011

• Implemented 5’s in laser manufacturing area

• Aligned departmental resources to meet Operations needs thus reducing OT by 20%

January 2010 - June 2010 Gestamp Mason: Mason, MI - Continuous Improvement Engineer -

Responsible for:

• Lead Gestamp Production System implementation-plant wide

• Coordinate process reduction activities leading to 4 reductions-$28,000 per reduction

• Teach Lean principals to all current team members

• Time study dedicated equipment lines-CD3, RT, 353 bumper and pillar assembly

• Set up Standard work procedure for die change-provide training to new team members

reduction of die change time from 40-28 minutes

• Lead Single Minute Exchange of Die workshop-reduce die change time from 45-23 minutes

2008-January 2010 Summit Polymers: Portage, MI - Corporate SLMS Engineer - Responsible for:

• Establishing Corp SLMS (Summit Lean Manufacturing System) Policy

• Corporate education at the ownership level, analyzing and standardizing the company's

Operational Availability (OA) measurable

• Coaching, teaching, and Implementing SLMS principals

• Leader in implementation of Minomi at all Summit manufacturing facilities

• Leader in organizing, facilitating, and set-up of transfer business

• Leading Corporate Kaizens in all Summit Locations including: Portage, Vicksburg, and

Sturgis, MI; Elizabethtown and Mt. Sterling, KY; Shelbyville, TN; Matamoros, Mexico

Felipe Cisneros

10205 South Westnedge Ave

Portage, MI 49002

Phone: 269-***-****

Email: ab8v1x@r.postjobfree.com

2006-2008 Toyota: Erlanger, KY –OMDD (Operations and Management Development Division)

Contractor basis through Summit Polymers - Responsible for:

• Learn "by doing" TPS (Toyota Production System)

• Led and participate in North American Paint Jishukens (CI activity) focusing on quality

improvement

• Supported Toyota Suppliers by participating in Continuous improvement activities,

Including A-type pull system implementation, general purpose equipment Operational

Availability improvement and assembly process reduction activities through Standardized

Work

• Participated and led Toyota paint shop quality investigations that resulted in best practice

implementation and standard process sharing throughout Toyota paint shops

• Traveled to Toyota Motor Manufacturing facilities in North America including United States

and Canada throughout the duration of the contract

Oct 2005 - Feb 2006 Summit Polymers: Sturgis, MI - Off Shift Superintendent - Responsible for:

• Coordinated all production, maintenance, quality activities during second and third shifts

• Authorized emergency purchase orders to support all plant activities

• Sustained lean practices and culture during second and third shift production

• Lead kaizen activity resulting in reduction of die change time (color change vs. tool change)

• Develop strategy for process reduction in molding (shared labor, multiple machines)

• Develop shared labor strategy in assembly (program grouping 21Z specific)

2004-2005 Summit Polymers: Sturgis, MI- Manufacturing Dept Molding Manager - Responsible

for:

• Operations of 15 molding machines ranging from 10-1,000 tons on 3 shifts

• Three direct report supervisors

• Coordinated and Achieved daily customer requirements-internal and external

• Measured, quantified and reduced or eliminated OA gaps

• Metrics included Operational Availability, die change time and preventative maintenance

completion

• Implemented lean procedures to increase operational time by reducing tool change over time

• Worked closely with Engineering to achieve cycle time reduction goals and process

reduction

• Partnered with Maintenance Dept. to set up achievable preventive maintenance schedules to

reduce cost

2003-2004 Summit Polymers: Sturgis, MI- Materials Manager- Responsible for:

• Overall purchasing, receiving, and shipping of raw material and finished goods

• Purchasing and Customer Service departments-seven direct reports

• Implemented Kanban re-ordering process for raw material

• Developed visual safety stock replenishment system.

• Reduced Inventory turns from 26 days to 16 days during D258/D219 (Ford Taurus

Freestyle) product launch

• Coordinated shipments for 23 customers

Felipe Cisneros

10205 South Westnedge Ave

Portage, MI 49002

Phone: 269-***-****

Email: ab8v1x@r.postjobfree.com

2000-2003-Summit Polymers: Kalamazoo, MI- Valley Plant- Kanban Supervisor- Responsible for:

• Purchasing and coordinating raw material deliveries to the plant

• Successfully eliminated use of two outside warehouses

• Partnered with union work force to achieve daily goals

• Three (up to seven) direct reports

• Implemented Kanban system of reordering raw material and production components.

• In 2002 absorbed shipping supervisory duties at plant in addition to Kanban responsibilities

Education and Specialized Training

1994-1996 Kalamazoo Valley Community College - Associates Degree in Accounting

2006-2008 Toyota OMDD (Operations and Management Development Division)- “Learn by

Doing" TPS (Toyota Production System): Two years intensive "hands on" specialized training

learning, implementing and leading Toyota Production System throughout North America

References

Scott Porter- Manager- TSSC - 859-***-****

Bobby Graves- Manager -Toyota Motor Manufacturing OMDD - 859-***-****

Brent Yager- Regional Director of Manufacturing - Summit Polymers - 517-***-****

Brad Glessner - Industrial Engineer - American Axel - 269-***-****

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