Manager Plant

ROBERTO SIERRA ALC ZAR

Juli n Carrillo ***

Colinas de San Jer nimo

Monterrey N. L. CP 64630

Home Phone: (81) 8315 2814

Email: **************@*******.***

March 2010

EDUCATION: Electronic Engineer, 1973

"Instituto Polit cnico Nacional", M xico City.

Master on Business Administration (in process)

EGADE, (Instituto Tecnol gico de Estudios Superiores de

Monterrey)

WORK EXPERIENCE:

Inmobiliaria Uni n y Desarrollo SA de CV

(July 2007 to date)

Build and operate a 3 star Hotel near by the new US Consulate Juarez Chih.

Responsible to buy critical product, hardware and software, communication

systems. Responsible to design business processes, organization structure.

Once in operation responsible for the implementation, waste elimination as

well as to increase the Occupation Rate. .

Lean Manufacturing Consultant (May 2006 to July 2007)

Provide services to apply or institutionalized Lean Manufacturing and or

Synchronous Manufacturing in customer organizations. Lean Workshops to

address specific problems in a three days intervention is the common

practice.

Portal Comercial SA de CV (2002 to April 2006)

Portal Comercial was a retail sales company. Telephone Services and

Residential Energy Savers Refrigerators where the main products and were

distributed in Monterrey and San Luis Potosi. Family owned was closed due

to low sales.

Ironso.

(2001)

Iron artistic handrail structures exported to U.S. The September eleventh

events impact was a hold up to the orders we had for a time period that we

could not support and was forced to close by the years end.

Maple Chase Company (1998-

2001)

(Ion and Photoelectric Smoke Alarms, Electronic Timers, Thermostats)

PLANT MANAGER

I was responsible to: Customer Satisfaction in terms of on time delivery,

product quality and quality systems. Productivity based on labor

utilization, manufacturing cost and cost reductions. Lean Manufacturing

based on the transformation to lean practices and principles proliferation.

Business Growth based on the floor space utilization and new projects

transferred. People Excellence based on a positive work environment witch

include union negotiations and people development.

Accomplishments: Improve quality from 300 to 50 K s PPM s in process

defects, improve floor space utilization by 30%, improve manufacturing

cells throughput from 154 to 280 pcs. per hr., eliminate all mass

production processes, reduce raw inventory by 30 %. Meet expense and

capital budget goals. Reduce salary and hourly headcounts.

Delphi Packard Electric Division - General Motors (1978-

1998)

(Automotive Wiring Harness Assemblies Manufacturer.)

INTERNAL PRODUCTIVITY CONSULTANT (Feb 1994 to 1988)

I had several responsibilities that it can be divided into tree major

areas:

1. Responsible to develop the Lean Manufacturing knowledge among all the

Engineering community on each Cost Center as well as on the Central

Engineering Organization, this is a group of at least 300 engineers. My

role was to transfer them the Lean skills, coordinate workshops,

facilitate changes on the previous ways of doing their jobs, assist them

on implementations, proliferate the Lean Best Practices among all other

organizations like Finance, Human Resources or Purchasing to name a few.

The results were proliferated in less than two years, by then all the

Engineering community was sharp and actively implementing Lean

Principles on the manufacturing processes

2. Responsible to support and assist 15 Plants in their efforts to improve

or implement the Lean Manufacturing Principles. Simultaneously to the

previous role I had to do similar efforts on the manufacturing

organization, but her the total number of people to train and impact

were more than 1500 salary and hourly included, so to do that I develop

a network of manufacturing lean coordinators that were intensively

train, as an engineer, in order to proliferate lean practices and get

the recognition on the accomplishments in a way that other wants to

follow and do better. By the third year the monthly show on Best

Practices was the second most important event on the organization (the

most important event was the Directors Performance Review) that gather

not only the Lean Coordinators from each location as usual, other people

were invited per their merits on Lean Practices Implementation. By the

fourth year I began to participate on the Lean Practices Application to

new products and processes from bubble up phase to manufacturing

implementation, improve transferring business and waste analysis on

business processes.

3. Liaison role with the Division World Wide. I was responsible to share

with my peers what we were doing as well as to bring the applications

that other were doing and getting good results. We meet every quarter on

different location around the world were the Division has operations, to

Share See and Select.

VICTORIA COMPLEX PLANT MANAGER (July '90 to Jan

'94)

I was responsible for plant startup of a two-facility complex of 900 people

each, located in Victoria, Tamaulipas. We received second place "BEST

PLANT" award for 1993.

DIVISIONAL MANUFACTURING CROSS-TRAINING (Jan 1990 to Jun 1990)

I received Divisional Cross-Training in preparation to start up the

Victoria Complex. Basically consist to understand all functions and

operations within the Division.

PLANT MANAGER - Guadalupe I (1987 to

1989)

I was responsible for startup of a 1200-people facility. This facility was

awarded "BEST PLANT" several times, most recently for 1993.

SENIOR O.D. CONSULTANT (1984 to 1986)

I was responsible for O.D. (Organizational Development) to all Mexican

Operations Plants (over 14,000 employees). Some typical interventions /

training are:

. Organizational Design for new plants in Mexico.

. "Managerial Effectiveness" Seminar - Certified instructor by W. J.

Reddin and Associates.

Other positions during the period from 1978 to 1984:

PERSONNEL MANAGER with full personnel responsibility for 2,000 employees.

I was responsible for all hiring and personnel selection, training, and

employee services.

MANUFACTURING MANAGER responsible for 18 plastic injection molding machines

to produce Grommets and Seals as part of wiring harnesses. I was also

responsible for total final assembly harness.

INDUSTRIAL ENGINEER I was responsible to startup the first product line of

the Mexican Operations.

General Electric de Mexico (1977-1978)

MANUFACTURING GENERAL SUPERVISOR I was responsible for electronic

components production lines and final assembly of the12" TV set. I manage

six supervisors and 120 hourly employees.

AMI de Mexico (1974 to 1977)

MANUFACTURING SUPERVISOR responsible for the electronic side of the

business. Main product was jukebox. Other products included portable radios

and stereos.

National Mexicana (Panasonic) (1971 to

1974)

I was responsible of electronic components sales (coils, speakers,

transformers, circuit boards, etc.) to electronics manufacturers

Miscellaneous:

100 % English and Spanish.

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