Dennis Andrew Baca Jr., MBA

**** ******* ****** ****, ***********, OHIO 44141 USA

Phone: 440-***-****, abltoo@r.postjobfree.com

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QUALIFICATIONS

Manufacturing Operations P & L Management Lean Manufacturing Methods

Engineering Management Capital Budgeting & Certified Lean Instructor

Strategic Planning & Execution Forecasting Kaizen / 5S / Poke-Yoke

Continuous Improvement Key Performance Metrics Visual Factory Management

QS 9000 / ISO 9001 / ISO 14001 Systems Systems

Toyota Production System Six Sigma Green Belt

Best Practice Replication

Team focused senior manufacturing & operations leader with experience

managing single and multi-station modular assembly processes with

operational P & L's up to $360M. Versed in the creation of corporate

strategic budgets goals and team based action plans which include the

implementation of plant floor organizational performance metrics and mass-

to-lean cultural transformation methods such as fresh eyes review, self

directed work teams, value stream mapping, Kaizen and 5S methodologies.

A proven game changer, with a history of managing multi-product production,

engineering & supply chain teams in the heavy manufacturing and consumer

packaging arenas. An insightful hands-on leader with a highly transferable

skill set, who fosters working relationships between company stakeholders &

their downstream customers in order to maintain a clear understanding of

their daily performance, to the customer's expectations

ACCOMPLISHMENTS

. Successfully launched and managed a $120M CNC based product

manufacturing system start up reducing launch curve milestones by 8

months achieving system efficiency targets & saving $3M in direct

project labor costs.

. Created and managed a $45M capital improvement strategy focused on the

use of a newly designed scalable assembly processes yielding a

reduction in plant network operating & transportation costs by $28M

annually.

. Using Six Sigma, bottleneck analysis tools achieved $6M in annual

savings increasing throughput by 40 jobs per shift across the

manufacturing system.

. Implemented 5S processes throughout the manufacturing and distribution

facility which led to the improvement of inventory location accuracy

by 13% and pick/pack rates by 46%.

. Achieved $4.5M in savings by aligning the capital equipment designs

for 3 global regions (China, Europe & North America).

. Designed and implemented an automated manufacturing process that

tracked live raw material and commodity consumption by plant activity,

reducing network inventory carrying costs by 11.5% annually.

PROFESSIONAL EXPERIENCE

Prestolite Performance

2009 to 2009

Director Operations

Hired as a subject matter expert to perform due diligence and provide

process and quality system compatibility direction as part of a proposed

private equity merger/acquisition of a $25M components manufacturing

company.

. Additional duties performed during the due diligence period included

the managing of daily business activities within the manufacturing,

distribution, quality, supply chain, customer and technical service

departments of Prestolite Performance.

. Reduced excess and obsolete WIP and finished goods inventories by

$2.2M.

. Implemented a product stocking consolidation initiative in the

distribution center yielding a reduction in the facility's footprint

by 39,000 ft^2 and a reduction in rental costs by $108,000 annually.

Brambles Limited

2006 to 2009 Brambles is a leading global provider of logistics

support services, operating in over 45 countries, including Europe, India

and China, and employing over 12,000 people. Headquartered in Sidney,

Australia, its two subsidiaries, CHEP & Recall have a total asset value of

over $5.3 billion USD.

Global Director of Procurement & Engineering, Capital Equipment

Promoted to a new corporate role in order to further develop and cascade a

scalable multi-plant manufacturing strategy involving the application &

deployment of proprietary equipment solutions and their related sourcing

strategies across 42 countries divided into 3 regions and 2 subsidiaries.

. Introduced a new product manufacturing and inventory tracking system

tying plant consumption of raw materials to procurement reducing

inventory carrying costs by 11.5% & manufacturing cycle times by 33%.

. Combined the individual purchasing contracts of CHEP & Recall

(Brambles' subsidiaries) for a series of capital equipment buys

creating a corporate supplier agreement & an overall company save of

$1.5M.

. Introduced mobile storage racking strategies to increase facility

compression by 31% eliminating the need to open a new processing

facility in the Southeast region.

Director Operations Engineering

Working within the Brambles Ltd. subsidiary CHEP USA, developed and managed

a $45M capital engineering budget and a team of project engineers whose job

was to support engineering activities in a U.S. plant network delivering

$28M in operational and transportation savings.

. Eliminated corporate reliance on the limited commercial equipment

supply base by leading a team of engineers in the design, build &

deployment of 16 company owned proprietary sortation systems, designed

around the "Concept of Commonality" reducing plant start up time by 3

months per location.

. Initiated joint engineering/equipment supplier design reviews to

drive value added engineering and manpower reductions into

proprietary equipment designs yielding $420,000 annual direct labor

savings.

. Facilitated fellow Operations Directors in the creation of 3PL

operator contracts basing costs on "Factory Management System" data

from sister plants utilizing like equipment generating annual

operational cost savings of $3M.

Ford Motor Company

1992 to

2006

Production Team Manager Cylinder Block Machining: CEP #2

Responsible for managing the daily operations of an in-line machining

system with 9 salaried & 71 hourly (skilled & non-skilled) employees and a

P&L of $360M for the 3.0L V6 Engine built at Cleveland Engine Plant #2.

. Using Six Sigma, bottleneck analysis tools, achieved $6M in annual

saving by increasing throughput by 4 JPH in the operation's constraint

station thus enabling an overall increase in throughput of 40 JPS

(jobs per shift) across the manufacturing system.

. Championed funding initiatives to maintain & upgrade production

equipment (capital budget projects).

. Collaborated with Production Control and Logistical Planning on

production schedules for the supply of engines to plants in 5

countries reducing in-process inventory and carrying costs by 4%.

Production Team Manager Cylinder Head Machining & Assembly: CEP #1

Managed the manufacturing and assembly operation and a $231M P&L, for this

210-man, CNC machining and assembly process.

. Reduced Cylinder Head Line operational launch curve milestones by 8

months achieving a 75% overall system efficiency by applying live

Factory Monitoring Data and Machine Net Potential Analysis tools to

target system downtime and eliminate productivity issues.

. Implemented a Quality Operating System based on APQP & Dynamic Control

Planning principles, to manage out of control product generated within

the machining process & assembly lines.

. Sponsored post launch projects focusing on quality and productivity

related issues yielding an annualized savings of $1.9 million dollars

and a gain of 2% in first time through (FTT).

D219 Program Machining Team Manager Cylinder Head

Responsible for managing $121M of a $694M brown field refurbishment and new

325,000 unit, product program.

. Led a team of engineers, skilled tradesmen & OEM's located in

Dearborn, Michigan, Stuttgart, Germany, Cleveland, Ohio and Dagenham,

England, in the design and integration of 2 - 42 CNC machining modules

and two head assembly lines for the Ford Motor D219 Engine Program.

ADDITIONAL EMPLOYMENT EXPERIENCE

Lead Controls Engineer Ford Motor Company

1999 - 2000

Manufacturing Production Specialist Ford Motor Company

1997 - 1999

Electrical Production Equipment Design & Test Ford Motor Company

1992 - 1997

EDUCATION

MBA Baldwin Wallace College Business Systems

1996

BSEE Arizona State University Electrical Engineering

1990

Additional INFoRMATION

Professional Profile: http://www.box.net/shared/9thjp0poe4

Lean Skills and Quality Systems Experience:

http://www.box.net/shared/3vubzgmjca

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