Result oriented professional with ** years of manufacturing and logistics experience. Demonstrated expertise in organizational planning, problem solving, project management, team building, and conflict resolution. Additional skills in lean manufacturing, strategic analytic, scheduling, union negotiations, regulatory reporting, plant supervision and computer technology. An energetic, innovative individual who has a keen awareness of the importance of being a low-cost provider while serving customers flawlessly.
TVSC Construction Steel solutions limited (www.hkshalliance.com) Hong Kong Consultant Automated re-bar processing and assembly facility 01/2017 to 05/2017
Consultancy in the operation of a re-bar processing plant.
Identify the system’s constrain(s) to elaborate and utilize statistical information. Examples includes: averages, cycles, bundles, times, etc.
Based on statistical information and findings causing bottlenecks, recommended changes in the plant layout and process strategies.
Leadership in the creation of a business intelligent report (BI) for the managerial level of the company which include the KPI’s of the operation (Production and delivery).
Production include (Kgs and Pcs.): Annual cumulative, Daily, Monthly, MTD, per work station, by type of process, by machine operator, by shift, scrap, etc.
Delivery include (Trucks, Kgs, Pcs): Daily, Monthly, MTD, Annual cumulative, by pcs, by diameter, by product category, by order, etc.
Silver Lake Used Auto Sales Inc. Oxnard CA
Owner/President 10/2012 to 12/2016
As the sole majority owner managing the total operations of a small used car’s dealer.
Managed the day to day operations, ranging from purchasing, detailing, repair, sales and financing.
Ryerson China limited (www.ryersonchina.com) China PRC Manager of Coil Processing operations. 01/2010 to 09/2012
Steel coils and sheet metal process and distribution centers.
In charge of all the facilities operations, including receiving, process and shipping. Focused in the raw
material, WIP and delivery of finished goods.
Improved delivery cost by improving consolidation of the delivery trucks.
Ensure Inventories accuracy by auditing monthly, annual and cycle counts.
In charge of renovating the facilities processes and procedures to agree with modern operating practices
as well as visual excellence.
Significantly improved operating margin by reducing scrap waste and resolving customer issues.
Arvato Digital Services LLC. (www.arvato.com) Valencia CA
Production Floor Supervisor 08/2006 to 06/2008
Logistic and Fulfillment Company
Supervised that all production, kitting, assembly activities, were conducted according to established
processes and procedures. Ensured production schedules, quality of WIP and finished goods, and
order fill rate goals were achieved daily.
In 2007, we were certified under the ISO 9001 Standard.
In all of 2007, worked in a continuous plan to increase productivity and reduce cost.
In 2006, the average cost per kit assembled was $ 2.30 USD and reduced it to $ 1.68 USD in
2007. Total kits assembled in 2007; 547,347.
Grupo Collado S.A. de C.V. (www.collado.com.mx) San Nicolas de los Garza, NL, MX.
Production and Project Manager 03/2004 to 10/2005
A joint venture between Ryerson Tull (USA) and Collado (Mexico).
Steel coil, plates and sheet metal Process and distribution center.
Recruited by this multi-billion dollar company to improve its current operations and expand its operating capability in emergent markets. Responsibilities included all facets of engineering and design as well as the responsibility for planning and executing new development. Managed this activity in a 120,000 sq.ft processing and distribution center environment. The position had 10 direct reports and a 12-million-dollar budget with sales of 150 million per year.
Coordinated production planning, engineering, materials handling, facility maintenance, process changes, cost controls, quality assurance, site safety and other functions.
Handled and kept under control all the operation KPI'S: Production, defectives, scrap, on time deliveries, inventory turnovers.
Attendance of customer’s corrective action requirement.
Sit Manufacturing ( http://www.sitgroup.it/en/company/production-plants/america.html)
Manufacturing Manager Monterrey NL, Mexico
Thermo sensitive elements, burners and valves for water heating appliances. 03/2001 to 02/2004
Between March and august of 2001, transferred equipment and process from Italy (thermo
sensitive elements) and UK (Burners).
Successfully completed project in 8 weeks with a planned completion time of 12 weeks.
Accomplished effective efficiency at 94 %, considering real production vs. standard, down time and
defective parts. Because of results, was assigned to manage the valves area, where I increased the
supervised employees from 60 to 240.
Ryerson de Mexico (www.ryerson.com) Monterrey NL, Mexico
Operations Manager 11/1991 to 02/2001
A joint venture, between Ryerson Tull (USA) and Altos Hornos de Mexico (AHMSA)
Steel coils, plates, structural pipes and bars process and distribution center.
Managed all operational activity in an 800,000 sq. ft steel processing and distribution center. Handled
100 employees within a Union environment. Responsibilities included employee hiring, training,
retention, and termination as well as full budgetary responsibility.
Worked with scheduling and production control to improve the delivery time of the work orders as well as the inventory reduction of raw material, WIP and finish products, in the same way the scrap reduction from 6 % to 4%.
The above indicated, the down time control, and a logical sequence of production gave us a productivity increasing of 30 %, and on the other hand, a direct labor reduction of 25 %.
Installed remote control cranes and eliminated overhead crane operator, resulting in direct labor saving.
Regiomontana de perfiles y tubos (www.regiopytsa.com) Monterrey NL, México
Production Manager 10/1989 to 10/1991
Steel shapes profiles for windows and door appliances manufacturer.
Hired, Trained and managed 60 employees for production, maintenance, quality, shipping and receiving. Defined and documented the work routines, as well as the KPI'S.
Nacional de Acero S.A. de C.V. Monterrey NL, México
Industrial Engineer 11/1984 to 09/1989
This company becomes to be part of Ryerson de Mexico.
Pipes and structural tubes Manufacturer.
Defined the procedure to register down times (operational, equipment or external), analyzed and defined the way to reduce or avoid it. It became from 35 % to 15 %.
Zenith Reynosa Reynosa Tamaulipas, Mexico
Manufacturing Supervisor 05/1983 to 11/1984
Managed a continuous production line, assembling PC boards for Power supplies of IBM computers. Due to the line productivity and quality, assigned to start up 4 new assembling lines.
Universidad Autónoma de Nuevo León Monterrey NL, México
Mechanical and Electrical Engineer 1983
Universidad Autónoma de Nuevo León Monterrey NL, México
Specialization in steel beam design 1985
ISO Internal Auditor Arvato Services - Aug-2007
Lean Manufacturing Employee Training Institute – Sept-2007
Spanish as first language and English as second language