Manager Plant

N ATE S A LA IS

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**** *. ** ***. ********, AZ 85301 520-***-**** *******@*****.***

Q UALIFICATIONS P RODUCTION S UPERVISOR

F OR

Hands-on and highly motivated leader/team player with extensive experience in modern manufacturing

methods. A proven change agent and results-oriented professional who consistently drives performance,

cost control, and process improvement. Bilingual; fluent in English and Spanish. Possesses strong

analytical, problem solving, employee training/development, and project management skills along with

core competencies in:

Lean Manufacturing & Six Sigma Methodologies • Continual Improvement •

Budgeting and cost management • Team Facilitation • Regulatory Compliance

TS-169494 Standard • FDA / GMP • Performance Optimization • Customer Service

K EY A CCOMPLISHMENTS

• Saved $300K in annual costs by implementing an energy savings plan for a molding operation.

• Eliminated $150K in annual premium shipment costs and ensured on-time deliveries by running a

leveled schedule and improving equipment uptime through Total Productive Maintenance (TPM)

additionally cut $3.2K in weekly overtime payroll.

• Improved customer satisfaction levels and eliminated costly returns (up to $200K in a specific case)

by upgrading and enforcing process controls (such as Six Sigma tools).

• Contributed to the implementation of the Delphi Manufacturing System (DMS), which was modeled

after Toyota’s Production System: introduced cellular manufacturing at the Tucson site; helped train

various engineering competencies; conducted and participated in Kaizen workshops at Delphi sites.

• Consistently reduced new product project costs by $50K-$500K per project as well as launched over

50 programs with a flawless launch rate in the high 90s (meeting program delivery metrics) after

applying Lean Manufacturing and DFA/DFM concepts to the New Product Introduction process.

• Turned around an operation with $1M in accumulated losses, taking P&L from red to black and

meeting JIT production schedules for auto assemblers, by implementing a preventative maintenance

system that facilitated uptime and reduced scrap.

P ROFESSIONAL B ACKGROUND

Plant Manager, Trostel Ltd. (Reynosa, Mexico) 2008-2009

Oversaw and met daily production quotas (quality and cost targets) for a 120-employee operation that

manufactured molded automotive components. Drove continuous improvement plant-wide. Ensured

compliance with safety, environmental control, human resources, customs/border crossing, and other

rules/regulations. Promoted a positive work environment as well as production efficiency and team work.

Provided asset management; maintained and upgraded production equipment along with general

facilities.

• Opened one-third of the facility for future expansion as well as reduced inventory as measured from

13 turns to 19 turns per year through effective layout and material flow planning.

Industrial Engineering Leader, Delphi Automotive (Tucson, Arizona/Matamoros, Mexico) 1997-2008

Managed the industrial engineering function for introducing new products under Advanced Product

Quality Planning (APQP) guidelines and Lean Manufacturing methods across five facilities with 5,000

employees for this automotive components manufacturer. Served on the training team that developed

the Lean Manufacturing culture throughout the enterprise.

• Implemented the Environmental Management System under ISO-14000 at the Tucson site along with

the metrology function under TS-16949.

Operations Manager, Collectron of Arizona (Nogales, Arizona) 1995-1997

Assisted in expanding an extrusion molding and braiding cable operation for Thermax-Belden Cable, and

started up a blow molding operation, and got it ISO-9000 certified.

Plant Manager, Janesville Acoustics (Hermosillo, Mexico) 1992-1995

Hired to turn around an underperforming, 100-employee operation. Oversaw P&L and operational

performance. Led efforts to ensure daily production quotas as well as quality and cost targets were met.

Prior to 1992, employed as Plant Manager at Medline Industries and Becton Dickinson; successfully

turned around the Becton Dickinson plant, solving chronic quality and efficiency problems developing

and expanding the operation from 90 to 450 employees (relocating to a larger facility).

C REDENTIALS

B.S., International Business Management, ELLIS COLLEGE OF NYIT

A.A.S., Business Management, PIMA COLLEGE – Phi Theta Kappa

A.A.S., Electronics Technology, SONORA TECHNOLOGY INSTITUTE

Six Sigma Green Belt training along with similar methodologies for problem solving

ISO-14000 Lead Auditor

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