Manager Engineer
Resume:
SAL ACOSTA
____________________________________________________________________________
_______________
Saint Clairsville, OH 43950
Tel: 484-***-****
Email: ******@*****.***
SUMMARY OF QUALIFICATIONS
Proven leader and team-builder with over twenty years of industry
experience, including P&L and management responsibilities with world-class
organizations like General Electric, Hewlett-Packard, Motorola, and ABB.
Diverse professional background including roles as General Manager, Finance
Manager, and Director of Operations. Typical areas of direct functional
responsibility have included manufacturing, supply chain, engineering,
quality, accounting, customer service, human resources, legal, and
facilities. Electrical Engineering degree from MIT and MBA from Tulane
University. Bilingual in English and Spanish. Enjoy long bicycle rides for
health and fitness. Willing to travel and relocate worldwide.
[pic][pic]
SAL ACOSTA
____________________________________________________________________________
_______________
121 Westminster Dr.
Saint Clairsville, OH 43950
Tel: 484-***-****
Email: ******@*****.***
PROFESSIONAL EXPERIENCE
ABB, INC. Director of Operations 2006 - 2010
Responsible for all engineering, quality, manufacturing, procurement,
warehousing, and customer service functions. Lead improvement activities for
all metrics, including P&L, financial, quality, cost, delivery, and safety.
Improved on-time delivery from 92.6% to 98.9%. Reduced defective field
failures from 3,129 PPM to 1,013 PPM. Reduced potential raw material supply
chain shortages from 166 part-numbers to 30 part-numbers. Improved direct
labor utilization from 64.2% to 72.0%.
TROY SYSTEMS / SILEX TECHNOLOGY Director of Operations 2005 - 2006
Responsible for improving quality, cost, and delivery over the entire supply
chain. Led manufacturing, procurement, warehousing, distribution, and
logistics activities. Identified, qualified, and managed contract
manufacturers and raw material suppliers. Improved gross margins while
maintaining adherence to capital and expense budgets.
LUTRON ELECTRONICS, INC. Finance Manager 2003 - 2005
Analyze and present the company's financial statements. Help establish the
operational and financial criteria for selecting new manufacturing or
distribution sites. Analyze the political and economic climate in countries
with current Lutron operations. Work with internal and external legal counsel
on existing or potential litigation. Audit the finances and operations of
Lutron's foreign entities and subsidiaries. Counsel other executives on
financial, economic, or legislative issues that could potentially affect
Lutron's business.
LUTRON ELECTRONICS, INC. General Manager 1999 - 2003
Managed a manufacturing facility with over $100M in sales, 500 employees, and
100k sq.-ft. Through an aggressive program of people development improved
quality, delivery, cost, responsiveness, technology, and the overall business
environment. Represented company interests to local government agencies.
Improved morale and maintained a union-free work environment. Negotiated the
sub-contracting of older products with companies having low-cost manufacturing
operations in the Dominican Republic.
SMART MODULAR CO. General Manager 1997 - 1999
Managed a manufacturing facility with $50M+ sales, 400 employees, and 80k
sq.-ft. Turned around the business from a monthly loss to a profit. Improved
on-time delivery from 65% to 95%. Reduced labor and overhead costs by 15%.
Improved quality by increasing total compound yield from 94% to 98.5%.
Obtained ISO 9002 certification.
MOTOROLA INC. Manufacturing Manager 1994 - 1997
Led the team responsible for the manufacturing start-up and ramp-up of the new
Wordline pager. Led a cross-functional business team that was responsible for
all manufacturing aspects of the electronic assemblies used to build the
Bravo, Renegade, and Pronto line of personal pagers at various sites
worldwide. Reduced in-house product defects by 75%, which caused initial field
quality to improve by 90%. Increased the velocity of the manufacturing lines
by 50% thereby reducing labor costs by 7% and conversion costs by 8%.
HEWLETT-PACKARD CO. Development Engineer 1989 - 1994
Worked as Product Engineer and as a Test Engineer. Promoted to Development
Engineer. As Development Engineer managed the transfer of new products from
the laboratory design or prototype stage to the manufacturing release stage.
Managed the transfer of the first SMT CPU board and first graphics board
manufactured in HP Puerto Rico.
HEWLETT-PACKARD CO. Accounting Manager 1986 - 1989
Worked in the Accounting Department as Financial Analyst and was promoted to
Accounting Manager. As Accounting Manager, conducted long-term planning and
supervised daily operations for a staff of eleven employees that were
responsible for all computerized cost accounting systems.
GENERAL ELECTRIC CO. Manufacturing Engineer 1983 - 1984
While in school at MIT, worked during the summers at GE as a manufacturing
engineer. During the first summer I developed and implemented custom software
for tracking and reporting labor efficiency and utilization. During the second
summer I developed and implemented a complete MRP system.
EDUCATION
TULANE UNIVERSITY MBA 1984 - 1986
A.B. Freeman School of Business Finance and Accounting
MIT Bachelor of Science 1980 - 1984
Massachusetts Institute of Electrical Engineering
Technology
SAL ACOSTA
____________________________________________________________________________
_______________
121 Westminster Dr.
Saint Clairsville, OH 43950
Tel: 484-***-****
Email: ******@*****.***
SUMMARY OF ACCOMPLISHMENTS
Quality Delivery Cost
Reduced End-Of-Line defects from Reduced units on back-order from Managed overhead costs to $1.4M
4,000 to 2,500 PPM. 8,000 to less than 2,500. below budget.
Reduced Outgoing Audit defects Reduced manufacturing cycle times Reduced direct labor costs as a
from 2,500 to 1,500 PPM. so that products could be built percent of sales from 2.4% to
Established a Document Control in run sizes as small as 45 units 1.8%.
Center. and shipped within 24 hours after Negotiated a reduction of the
Established a Metrology Lab. receipt of order. billing rate from the temporary
Created and implemented a Created and implemented a new services agency from 38% to 33%.
computerized quality information scheduling process, including
system that allowed real-time associated reports. Maintained the direct-labor
monitoring, analysis, and Created and implemented efficiency at more than 10% above
reporting of quality data. In computerized capacity planning standard.
addition, the system was used to tools. Achieved a total direct-labor
communicate instantaneously Led the re-start of manufacturing utilization of 76% against a goal
Outgoing Audit failures to operations after several of 70%.
wireless devices. hurricanes, including hurricane
Georges.
SAL ACOSTA
____________________________________________________________________________
_______________
121 Westminster Dr.
Saint Clairsville, OH 43950
Tel: 484-***-****
Email: ******@*****.***
SUMMARY OF ACCOMPLISHMENTS
engineering facilities materials
Justified, purchased, and Justified and managed the Reduce finished goods inventory
deployed a new SMT line with an construction of a new cafeteria. from 150,000 units to 100,000
associated capital investment in units.
excess of $1M. Justified and managed the Improved inventory accuracy from
Justified and deployed a part construction of new parking lots 87% to 97%.
verification system (Surpass) for for employees and visitors. Improved the flexibility of the
all automatic placement Established a state-of-the-art material distribution process by
equipment. video conferencing facility. eliminating run kits and
Supported the introduction of new Sub-contracted janitorial replacing them with a "kanban"
products, like the Kraven family services. pull system.
of ballasts used to dim Upgraded the telephone system Reduced raw materials inventory
fluorescent lights. with a new PBX to allow direct by implementing a backflushing
Deployed a computerized inward dialing and automatic process.
preventive maintenance system transfer of unanswered phone Systematically reduced excess and
(MP2). As a result, preventive calls to cellular phones. obsolete raw materials.
maintenance activities are 99%
up-to-date. Further, equipment
downtime was reduced from 3.0% to
1.5%.
SAL ACOSTA
____________________________________________________________________________
_______________
121 Westminster Dr.
Saint Clairsville, OH 43950
Tel: 484-***-****
Email: ******@*****.***
SUMMARY OF ACCOMPLISHMENTS
Human resources external relationships
Created and implemented Successfully managed all
development programs for direct corporate relationships with
labor employees, technicians, and vendors, suppliers,
first-line supervisors. sub-contractors, banks, lawyers,
Created a Training and insurance companies, government
Certification Department to agencies, and regulatory
support the development programs. entities.
Negotiated the sub-contracting of
Created and implemented a salary older products with companies
curve structure that supported having low-cost manufacturing
the development programs. operations in the Dominican
Established a training room with Republic.
state-of-the-art multi-media Negotiated with PRIDCO (Puerto
capabilities. Rico Industrial Development
Reduced absenteeism from 4.0% to Company) to lease an additional
2.0%. building required to expand
manufacturing operations.
Collected $250,000 from promised
infrastructure incentives.
Contact this candidate