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Continuous Improvement Manager

Location:
Dallas, Texas, United States
Posted:
January 29, 2018

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DAVID L. ROBLES

*** ******* **. ******, **. *****

Cellular: 214-***-**** Email: ac38t1@r.postjobfree.com

OBJECTIVE:

To acquire a management or consulting position in a manufacturing environment utilizing my skills in Continuous Improvement, Site Leadership, Total Productive Maintenance, Lean processes and methodologies, and implementation of Daily Management Systems for a more robust and efficient operation, to help create a culture that drives out losses.

EDUCATION:

BS Business Management, LeTourneau University – Longview, TX December 2000

AREAS OF EXPERTISE:

Facilitation of Project Teams

Continuous Improvement - Total Productive Maintenance (Phase 1-4)

Safety Management Systems

Operational Manufacturing Management

Cross-Functional Team Building and Motivation

Raw Material Management and Processing

Strategic Planning and Execution

Cost Reduction using Technical Solutions

Lean Manufacturing

Productivity and Efficiency Improvement

Total Quality Management

EXPERIENCE:

Premier Solutions July 2017 - Present

Performance Manager

Owns the Production, Safety, Quality, and Training for Team of 150 Employees

Develops Team Leads for a Lean Culture mentality

Leads Continuous Improvement Methodologies to drive out losses

Improved Equipment maintenance program to increase longevity and eliminate breakdowns

Implemented TPM Systems for a more robust Performance Reliability

Cost reduction with improving Yield loss, and managing OT within the Dept.

Drives the HPWS to increase TEI (Total Employee Involvement)

Reduced budget by eliminating work processes through WPI (Work Improvement Process), and setting up teams to work on losses prioritized from Loss Analysis.

1800Radiator & AC Driven Brands Sept 2015 – June 2017

Branch Manager

Trainer for employees

In charge of Budget and Safety

Reduces cost by implementing Lean Strategies

Reducing losses by Continuous Improvement work

Over watches Day to Day Operations

Accounts/Receivables

Freight intake/Received

Consulting Business Partner Jan 2013 – Sept 2015

Business Owner

Dave’s on the Riverfront (Consumer Services) –Dallas, TX March 2011 – Dec 2013

Owner/Operator

Trainer for employees

In charge of Budget/Payroll

Reduces maintenance cost by implementing improvements

Reducing cleaning supply inventories

Reducing overhead costs

Procter and Gamble March 1989 – 2011

Initiative Manager – P&G, Alexandria, LA April 2010 – February 2011

New multi-million dollar initiative in manufacturing operation.

Responsibilities include:

International travel for equipment acceptance.

Schedule development and execution for cross functional teams.

Vendor acceptance testing to ensure equipment reliability and plant standard implementation.

Training development for new equipment and operators.

Standardize equipment to reduce spare parts, and vendor costs.

Setup validation for equipment arrival and installation.

Making sure all equipment is standardized prior to shipping to site using IWS (Integrated Work System) tools.

Sign off on all drawings and equipment acceptance from construction.

Setup regular meetings with construction to work on any outstanding punch list items.

Manage the minimizing and disposal of all material scrap during startup.

Work with international vendors directly to get all equipment needs met.

Implement TPM systems for equipment before installation as Continuous Improvement Leader.

Packing Area Manager – P&G, Alexandria, LA

Owned the safety, quality, and work plans for all teams. (35 technicians)

Developed work schedule and staffing for packing area.

Created protocols for packing equipment in the department.

Coached and developed new technicians in the packing organization.

Pringles 9/10 Process Systems Engineer – Jackson, TN February 2008 – March 2010

Led Autonomous teams to drive out losses in quality and Non value added work. Responsibilities and accomplishments include:

Led site in implementing the first Process Area to pass Step 6 of TPM with a 60% reduction of quality losses on Line 9 Process.

Developed Q – Factors for Lines 9 and 10 which reduced scrap loss by 20%.

Led group through FI 7 Step to eliminate Sources of Contamination which resulted in 100% elimination on area scope.

Led team in eliminating Non Value Added work reduction using Value Stream Mapping, and Loss Analysis.

Led Department in Loss Analysis to help create priorities to help with the development of annual plan for work plans and team activities.

Coach for Team Leaders on Step 5 Autonomous Maintenance implementation and roll out throughout department.

Lines 9 and 10 cost center budget owner, rolling up all cost centers and making sure budget targets were under or on track.

Reduced budget by eliminating work processes through WPI (Work Improvement Process), and setting up teams to work on losses prioritized from Loss Analysis.

Site Autonomous Maintenance Leader – Sherman, TX September 2007 – January 2008

Led site Autonomous Maintenance Planning and implementation.

Led the continuation of equipment improvement throughout the site while maintaining the gains as the Continuous Improvement Leader.

Implemented plans to reduce Quality Incidents throughout the process by utilizing the Step 6 tools and systems of TPM/CI.

Leading FI 7 Step to help eliminate quality losses while identifying the Quality Factors to create an inspection plan to maintain.

Responsible for the coaching of site AM Pillar owners to continue the journey of zero safety and

quality losses.

Team Manager – Sherman, Tx. October 2003 – August 2007

Owned all results for group in the areas of safety, quality, PR reliability, equipt. Maintenance, schedule and staffing.

Led and coached 25 technicians in a High Performance Work System.

Made sure all scorecard targets were met or exceeded.

Met all safety targets with zero TIR (Total Incident Rate) each year.

Met all production needs and adjusted schedule accordingly to hit targets.

Led the IWS (Integrated Work System) to meet the Continuous Improvement Milestones.

Owned the technicians Work and Development Plans and updated as necessary.

Sustained a PR (Process Reliability) of 85-90%

Department Continuous Improvement Leader/Team Supervisor – P&G, Sherman, TX May 1997 – September 2003

Led the teams in implementing TPM methodologies, while continuing the reduction of losses as well as increasing people skills.

Led Dept. TPM (Total Productive Maintenance) implementation while setting goals and milestones to achieve Phase 1 and 2 of TPM.

Successfully delivered site Autonomous Maintenance (AM) program through Phase 1, and 2 resulting in increased Mean Time Between Failures in Packing by 150%, decreased touches in Making by 90%, which allowed reduced personnel (natural attrition) to manage higher complexity and volume (changing business requirements) resulting in decreased costs.

Led in the reduction of Minor Stops by 90% from base year (Savings approx. $1.2 million).

Implemented the first Step 5 Model on Integrated work systems in P&G North America, which cut time by 60% for equipment inspection.

Responsible for increasing operational efficiencies by utilizing tools such as TPM, SAP, MP2, RTCIS, and Focused Improvement skills.

Responsible for teams PR improvements, staffing, vacations, development, skill matrix tracking, safety tracking, performance, priority goal setting.

Responsible for creating tracking systems for minor stops, breakdowns, process failures, defects found & fixed, and component training throughout the Plant.

I was an auditor for the P&G Alexandria site to audit their equipment for Phase 1 of TPM.

Led the scheduling and development of the component training to help develop people skills and create a loss reducing culture.

Quality-TPM/CI Leader – P&G Folgers Singles, Sherman, TX June 1995 – April 1997

Led Department in driving out quality and equipment losses, while implementing new systems to sustain the gains as a Continuous Improvement Leader.

Responsible for team’s quality systems and management.

Led Why - Why Analysis on Quality Incidents generated in the Dept.

Put systems in place so that quality checks were more efficient and streamlined.

Accomplished Zero Quality Incidents for one year and six months.

Led and Coached TPM teams to reduce losses and change site culture.

Led Autonomous Maintenance in both Folgers Singles and Sunny Delight operations.

Mechanical/Operational Resource – P&G Folgers Singles, Sherman, TX June 1992 – April 1995

Led Department in implementing new systems to promote equipment longevity and build people skills to help sustain gains.

Implemented and created centerlines for Process and Packing equipment.

Created Operating Procedures, and Current Best Approach systems for equipment tasks.

Maintained a Process Reliability of 85-90% and sustained.

Led the training on equipment improvement and sustainability for all teams.

Hydrolyzer Technology Resource– P&G Chemicals, Dallas, TX March 1989 – February 1992

Supported HPWS implementation to help create a flexible working environment and culture.

Led analytical troubleshooting process on quality for Hydrolyzer operation.

Applying HPWS (High Performance Work System) within a Traditional work environment.

Hydrolyzer Technology and Maintenance certified.

REFERENCES: Upon request



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