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Plant MAnager

Montclair, California, United States
August 30, 2017

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**** ********* **

Montclair, CA 91763

Cell 909-***-****

OBJECTIVE Plant Manager


More than 20 years experience in hands-on electrical, mechanical, production(More than 15 years as Production Mgr), maintenance, engineering and Q.A. Manufacturing.

Master Scheduling of production

Experienced with processes, such as, winding, potting, varnishing, vacuum, arc welding, by tungsten, crimping, resistant welding, and soldering manual and by wave machines.Etc

Maintenance experience: facilities, equipment and machinery (electrical-mechanical).

Establishing KPI’s,measuring and meeting them as well

Sheet Metal, Steel, Welding, Paint, Assembly, etc.

Kaizen Events: Lean Manufacturing.

Work well independently or as part of a team

Manufacturing Cells Implementations.

Experienced in starting processes, new models and new lines

Working with and training Operators, Supervisors, Technicians and Engineers

MR (Manager Representative for ISO9001)

Languages: Spanish / English.

Safety as part of the culture


TC Metal Inc. (Located in Los Angeles, Ca) 4/2014 – Current

Plant Manager

This company manufactures cores for different type of transformers

Master schedule

Introduction of new products

Preventive & corrective Maintenance

Safety training.

Improve efficiencies from 64% to 85%

Cost reduction of $300,000.00 first year

Motivation of employees.

Cross training.

Revision of time cards for payroll.

Production and Shipping/Receiving as well.

Lean Manufacturing.

Responsible for the budget in each department.


MGM Transformers (Located in Los Angeles, Ca) 2/2003 – 4/2014

Plant Manager

This company manufactures Power Transformers. Fabrication of tanks for oil units.

My duties are among others:

Master schedule of Production, Engineering, Materials & Purchasing.

Giving priorities to sales orders according to customers needs.

Daily meeting in the morning with Production supervisors, Purchasing, Sales, Engineering, QC and Personnel to review orders, absenteeism, material shortages etc, to establish the strategy of the day.

Focus the Supervisors in how to get motivated to reach the production goals.

Motivate the Production Supervisors and operators and how to work as a team, in order to join efforts.

Responsible for the budget in each department.

Interviewing new people for hiring.

Monthly Reports of key Indicators Performance (KPI’s):

A). - Overtime per departments (Dollars spent).

b). - Rejects internal and external,

c). - Purchasing performance.

d). - Sales performance.

e). - Production Performance.

f). - Safety performance

g). - Quality Performance.

h). - Customer service

Assignation of monthly bonus due to performance.

Maintenance of equipment and Facility.

Shipping and Receiving.

MR for ISO Audits

Reducing the operators from 91 to 55 employees.

Removing the second shift.

Reducing the overtime.

Raising the revenues from $ 1.8 M to $ 3 M monthly in a period of 5 years

Volex Int. (Located en Chula Vista, Ca).

Quality Process Manager

This company manufactures cables and harnesses. 1/2000 – 2/2003.

Internal Auditor

Balance of production lines.

Prototypes. NPI

Updating bill of materials on bpcs (MRP).

Helping to change to Manufacturing Cells.

One Piece Flow Implementation.

Poka Yoke techniques to eliminate defects.

Training of personnel.

ISO training Engineers, supervisors.


Magnetics of North America (Located in Tijuana, Mexico)

Production Manager & Maintenance Dept. 10/1998 – 1/2000

This company manufactures magnetics, such as, transformers, toroids, coils, surface mount components, and inductors:

Weekly production schedule.

Balance of production lines.

Handling 5 Supervisors and 85 operators.

Responsible for Maintenance of equipment and Facility.

Implementation of Manufacturing Cells (Productivity raised from 64 to 93%)

Helping implementation and certification of ISO9002

Training of technicians and supervisors.

Attending daily meetings to review the production achievements.

Reduction the size of the lots in order to get better flow (the pieces were so small).

Procedures, instruction sheets.

Scrap reduction from 2.2 to 0.9 %.

Assignation of specific objectives and projects for continuous improvement.

Tabuchi Electric of America 1990 - 10/1998

Mechanical engineering Manager.

This plant manufactures transformers for microwave ovens, electric typewriters, and PC boards for power supplies, as well as degaussing coils for Televisions.

Daily meeting in the morning with supervisors to review orders, absenteeism, material shortages etc, to establish the strategy of the day.

Handling 4 Supervisors and 150 operators.

At least 20% increase of productivity in main processes

Reduction of scrap from 1.6 to 0.3% in coil winding & welding machines

Monthly inventory of wip and finished goods.

The results of daily production were recorded and published, so the staff was aware of the production figures.

Main customers: Matsushita, Sharp, Canon, JVC, Sony, etc.

Implementation of SMED (faster changeovers). Time reduced from 6 hrs to 20~25 min.

Motivation of people was the clue to achieve the goals.

Preventive maintenance program to meet ISO9002. Which includes the following equipment: conveyors, motors, solder wave machines, test equipment, winding machines, welding machines, pneumatic equipment, high voltage transformer, electric panel boards, anticontaminant equipment, solder pots,

Single piece flow instead of batches.

Once a week a general meeting with people (15 ~20 minutes) to motivate and let know what’s going in the factory, how we were doing regarding the goals, new customers etc.

5s implementation



Electromechanical Engineer with specialization in Production.


Kaizen Event. Continuous Improvement (Jul 1990).

Manufacturing Cells, One Piece Flow.

By Mr. Adachi, Trainer from Japan

Kaizen Event. Quick Changeovers & Preventive Maintenance.

SMED techniques (Aug 1990)

By Mr. Nakakubo, Trainer from Japan.

ISO9002 Internal Auditor (1998).


Balance of lines and productivity.


Leadership and continuous improvement.(2000)


Solving problems with EXCEL for diagnostic of manufacture



Course for Certified Quality Engineer. (Dec 99 to Jun 2000).



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