Manager Sales

Edward A. Fagundes

**** *. ******** **** **.

Agoura Hills, CA 91301

Home: 818-***-****

Cell: 818-***-****

Email: abm0t3@r.postjobfree.com

CONTINUOUS IMPROVEMENT SYNOPSIS

Toyota Production System ~ Change Agent ~ Rapid Improvement Process

FORWARD - THINKING AND VERSATILE SENIOR EXECUTIVE with outstanding success

in creating customer value for world-wide markets in a wide array of

industries. A change agent, skilled in the Toyota Business System,

strategic marketing alliances and global outsourcing implementations.

Member of the world-wide Supplier Excellence Alliance. Highly successful at

identifying an organization's core weakness and articulating a vision to

drive a successful turnaround. Pioneered strategic initiatives to

facilitate double-digit growth in two high-technology companies. Possess

over fifteen years of progressive operations and general management

experience, with increasingly responsible positions, demonstrating proven

ability at being a high impact Continuous Improvement leader. Core

competencies in the following disciplines:

Kaizen Trainer/Facilitator Global Supply-Chain Machining/Precision

Assembly

Project Management Continual Improvement Lean/Six-Sigma

Expert

PROFESSIONAL EXPERIENCE

MOORE INDUSTRIES WORLDWIDE, North Hills, CA

2008 to Present

(Privately held manufacturer of process control instruments for the

aerospace, defense, oil, chemical and nuclear industries. Sales exceed $30

million with 150 people in Operations. Processes included electro-

mechanical assembly and machining. Products included transducers,

transmitter, solid state switches, and flow control instrumentation.)

Director, Manufacturing Operations

Leading a manufacturing strategic plan for continued growth and

profitability using Continual Improvement methods.

. Led 3 Kaizen Teams on-time delivery to 93%, inventory turns to 3.1,

and productivity up by 12%, all in one year timeframe.

. Executed plan for outsourcing non-core competency parts to China which

saved $750,000 in long-term costs

. Implemented Lean Enterprise initiative in key process areas, which

increased revenue/employee by 15%

. Completed the on-time implementation of an electro-mechanical assembly

plant in Mexico.

ZIPPERTUBING COMPANY, Los Angeles, CA 2005 to 2008

(Privately held, ISO 9000 producer, contract manufacturer, and

distribution/logistics provider of wire and cable protection products for

electronics, automotive, aerospace, defense and transportation industries,

sold to the North American market, with sales exceeding $20 million with

110 people. Zippertubing is one of the leading wire and cable protection

manufacturers in the United States.)

General Manager

Reporting directly to the Chairman of the Board with P&L responsibility,

directed a multi-year turnaround program to improve company financial

health position through execution of Toyota Business System's improvement

initiatives. Other significant positions are Acting Quality Assurance

Manager and Team Leader of Continuous Improvement. Responsible for

materials, production control, quality, engineering, finance, sales and

manufacturing.

Edward A. Fagundes

Page 2.

. Launched the Rapid Improvement Process program as Champion with the

support of Team Facilitators that were trained and certified.

. Completed 14 Kaizen events last year which saved $125,000. Kaizen

Blitz training is in the implementation phase with a target of 6 teams

for full training.

. Continuous Improvement reduced annual losses by 70% after years of

poor quality, high costs and declining sales.

. Increased sales 28% average per year and over tripled inventory turns

from 1.2 to 4.0. The cost of inventory was reduced by $180,000 through

improved inventory management.

. As a change agent instituted a factory-wide Toyota Business System

program which included training of a multi-skilled workforce,

completing Total Preventative Maintenance, one-piece flow, visual

management and Kanban implementations. Lead-time was reduced by 70%,

production output increased by 20% and quality yield increased by 10%

to 99.5%.

WEATHERFORD INTERNATIONAL, Ventura, CA 2002 - 2005

(A multi-plant division of a $2 billion, API certified manufacturer of

petroleum drilling tools and equipment. Sales exceeded $80 million with 300

people. Processes included electro-mechanical assembly, machining and

welding.)

General Manager

Reporting directly to the Executive Vice President, responsible for

performance of machining, assembly and test integration, organized within a

matrix structure of operations, engineering and sales functions. The matrix

role included full executive training in the Enterprise Excellence Program

(EEP) as a trainer and facilitator, inclusive of 96 hours. This program was

modeled after the Toyota Business System.

. Implemented a high impact Continuous Improvement program to change

manufacturing into a lean, agile, and cellular operation.

. Improved profitability within 2 years by over 50% through cost

reduction initiatives.

. Reorganized the manufacturing plant into 12 process cells that

increased throughput by 30%.

. Conducted 26 Kaizen events that saved over $300,000 of waste annually,

in measured areas of scrap, rework, excess material and over applied

labor.

. Directed global outsourcing of castings to China, which saved $1.8

million in material.

SHURFLO PUMP MANUFACTURING, Cypress, CA 1999 - 2002

(A Pentair Corporation - ISO 9000 high volume, manufacturer and

distribution/logistics provider of innovative, fluid dispensing and motion

control products. Sales exceeded $120 million with 400 people.

Manager, Manufacturing Engineering

Led an 80 person engineering support group for all motor, pump and valve

new product development.

Responsible for prototyping, tool design and fabrication, methods

development and engineering lab. Implemented a Toyota Production System

program integrated with setting up operations in a new, modern World-Class

facility. This division-wide program included Continuous Improvement

education and training led by myself. The full program included three

facilitators reporting to me within this new function as part of the

manufacturing engineering department.

. Conducted 4 Kaizen events per month plus completed full Kaizen Blitz

training of the entire factory within one year.

. Implemented global outsourcing of over 12 million motor parts to China

and 7 million pump components to Mexico that reduced purchase variance

of the supply-chain by 20% annually.

. Implemented a Toyota Business System based, cellular manufacturing

operation with 15 new cells for producing 4 million pump products

annually, reducing lead-time by 75% and saving 80,000 sq. ft. of floor

space.

. Directed the highly successful transition of three major new products

on time, contributing over $30 million in sales and meeting all

customer quality requirements.

Edward A. Fagundes

Page 3.

ULTRA VIOLET DEVICES, INC., Valencia, CA 1997 - 1999

(Privately held, high volume producer of ultraviolet germicidal, medical

devices and filter systems. Sales exceeded $10 million with 50 people.

Volume was over 3 million lamp-cylinder assemblies/year. Processes included

high volume automated electronic device assembly and plasma welding. )

Operations Manager

Responsible for manufacturing, scheduling and production control of an

automated, multi-cellular operation under GMP and FDA regulatory controls.

. Reduced cost by $315,000 annually by adding 6 lean work cells with

99.5% SPC quality control.

. Re-directed manufacturing to consistent process control of 100% on

time delivery.

. Led the implementation of an automated UV lamp assembly system and a

plasma weld stainless steel cylinder system on time and within budget.

BOEING AEROSPACE, Canoga Park, CA 1990 - 1997

(A $3 billion worldwide division, Fortune 500, ISO 9000 manufacturer of

power distribution and electro-mechanical control systems. The Los Angeles

division sales were over $100 million with 350 people.)

Plant Manager

Managed P&L performance for a test equipment manufacturing facility. Led

the division consisting of sales, customer service, engineering,

manufacturing, distribution/logistics, and overhaul and repair. Completed

World Class Manufacturing training (modeled after the Toyota Business

System), as a team member, manager and facilitator/trainer.

. Improved performance using TQM from pretax loss of 20% to break-even

in 1-1/2 years.

. Directed implementation of JIT plans that reduced inventory costs by

$1.6 million.

. Implemented a power management distribution system campaign that

increased sales by 10%.

Manufacturing Engineering Manager

Responsible for work order releases to load manufacturing, inclusive of new

product development of all process instructions. Included was design-for-

manufacture accountability for all multi-program components. Other

responsibilities included tool design and precision machine shop

fabrication, including all metalworking operations.

. Reduced overall work order release cycle by 40% via 12 Kaizen events

as Champion of Continual Improvement Project.

. Supported the pre-production release of the prototype electric power

system for Space Station

. Developed all machining, mechanical and electrical processes for all

prime Space Station hardware

EDUCATION

Masters of Business Administration (Finance emphasis)

California Lutheran University, Thousand Oaks, CA

Bachelor of Science, Industrial Technology

California State University, Fresno, CA

PROFESSIONAL RECOGNITION

Completed Toyota Production System training programs at Boeing Aircraft Co.

Completed Kaizen Improvement facilitator training at Weatherford

International

Certified in Demand Flow Technology from John Costanza Institute

Certified Manufacturing Technologist by Society of Manufacturing Engineers

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