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Executive, Senior Leader, Change Agent, Lean-Six Sigma Transformation

Location:
Cypress, Texas, United States
Posted:
November 14, 2017

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DRAGOS B. OPREA, P. Eng.

***** ***** ******** ***** *******, TX 77433 - US Permanent Resident

713-***-**** ac3bgz@r.postjobfree.com https://www.linkedin.com/in/dragos-oprea-3737536

CAREER SUMMARY

Operations Excellence, Change Agent, Quality-Driven Senior Leader and Exceptional Performer with over 25 years of experience. Diverse background and success in Executive and Leadership roles encompassing Operations, Continuous Improvement, Quality, Risk Management and HSE in Manufacturing, Plant, Field and Office Processes for global, multi-site corporations in the automotive, energy services, oil and gas and steel processing industries ($500MM-$2B revenue and 500-10,000 employees). Demonstrated achievements in maximizing lean, quality and efficiency performance with history of positive results in large, fast-paced, ISO-certified plants, as well as in the development, deployment and enhancement of global programs - Lean Six Sigma, internal benchmarking and assessment, metrics. Skilled trainer, coach, motivator and facilitator for diverse cross-functional and cross-regional teams, able to effectively manage multiple projects.

AREAS OF EXPERTISE AND TECHNICAL SKILLS

Global, Multi-Site Organizational Leadership

Vision for Perfection and Success

Corporate Operations, Quality Assurance, Continuous Improvement and Operations Excellence, HSE

Manufacturing Plant, Service and Field Operations, Lean Office/Non-Operations

Team Leadership, Mentoring, Training and Development

Unionized and Non-Unionized Environments

High Performance Team Facilitation

Budget Management (>$5MM)

External and Internal Benchmarking

Operational Performance Assessment

Lean Process Optimization in operations and office

Six Sigma and Lean Programs Deployment

Six Sigma Black Belt Certification

ISO9001, TS16949 and ISO 14001

PROFESSIONAL EXPERIENCE

NEW PROCESS STEEL 09/2016 to 06/2017

North American steel processing and manufacturing company operating in USA and Mexico, with over 1,000 employees, specializing in steel coil processing and stamping for major manufacturers in automotive, HVAC equipment, construction, building, oil and gas and other industries.

Director, Corporate Quality and Continuous Improvement (OpEx) Houston, TX

Corporate responsibilities for leading and further developing robust Quality Assurance, Continuous Improvement and Operations Excellence systems, revising and enhancing processes, procedures and associated KPIs in manufacturing and office environment, coaching, guiding, developing and motivating QA and CI teams at Corporate and site levels.

Lead NPS's Global Quality Assurance and CI teams targeting the next level of performance in line with strategic objectives, improved culture and “quality mindset”, along with a shift from reactive to preventive culture while maintaining the sense of urgency to meet and exceed internal and external customer expectations.

Improved engagement, collaboration and communication across departments and functions in revising, strengthening and documenting processes, using structured Problem Solving Methodologies and identifying appropriate actions

Refined company KPIs and metrics in various manufacturing and non-manufacturing processes for improved analysis and Level 1 and 2 breakdown, supporting the ease of data analysis and project identification using aligned metrics.

Represented the organization in collaboration with other Account Management and Operations representatives improving and strengthening relationship with key external customers and suppliers

Key Contributions and Accomplishments:

Achieved ~40% reduction in Customer PPM and non-conformances along with a significant reduction in the Cost of Poor Quality and Customer credits

Lead teams through Q4-2016 External ISO Surveillance audits completed at five US locations with no minor or major non-conformances identified by external auditors.

Standardized formats for Problem Solving, procedures and other various forms, trained teams in using facts and data while addressing issues or CI initiatives with potential benefits totaling over $1MM USD

SHAWCOR 01/2010 to 09/2016

Global energy services company operating in more than 25 countries, with over 8,000 employees, specializing in pipeline and pipe products and services within the oil and gas industry.

Vice President, Global Quality and HSE, CI/Operations Excellence ShawCor – Composite Production (Flexpipe) Systems, Houston, TX 07/2014 to 09/2016

Strong leader, motivator and innovator in development and implementation of goals, objectives, policies, procedures and systems for manufacturing, distribution, field installation, service quality and health, safety and environment (HSE)

Lead the development of Flexpipe’s Global Quality Assurance and Health, Safety and Environment strategy, in line with corporate and divisional strategic objectives, and targeting an injury and incident free culture and work environment.

Enhanced Service Quality, drove performance improvement and increased customer satisfaction by developing and implementing metrics aligned along the entire value stream (supplier–application engineering-manufacturing–distribution centers–field installation – in service support).

Utilized excellent interpersonal skills to cultivate and improve engagement, collaboration and communication across departments and functions; guided and coached direct and indirect reports, employees throughout all geo regions.

Developed high risk safety metrics and Red Money definitions and calculation methods, focusing on a robust corrective and preventive action process designed to drive appropriate actions and improve performance.

Key Contributions and Accomplishments:

Achieved 85% reduction in TRCF and TRIR, 75% reduction in High Potential Incident rate, while increasing reporting by over 200%. Reduced potential incidents, unsafe behaviors or conditions focusing on leading indicators and using a proactive and preventative approach.

Improved Service/Field Quality and achieved over 99% On-Time Delivery and over 98% First Time Quality based on 5 Essential Elements – Product, Installation Equipment, Installation Process, Documentation and People/Crew.

Reduced Red Money by over70% effectively utilizing data, improving data accuracy and the corrective and preventive action process

Improved the Field Contractor training and assessment systems, enhanced materials and delivery method.

Corporate Manager, ShawCor Management Systems (Operations Excellence), ShawCor - Corporate Head Office, Toronto, ON 01/2010 to 07/ 2014

Global responsibility for operational support, assessment, development and continuous improvement for multiple sites and divisions in Canada, USA, South America and Europe, with focus on culture, leadership and processes, utilizing Lean Six Sigma methodologies and tools to optimize processes, eliminate waste in Operations and Office environments, improve performance and quality, and achieve cost savings

Spearheaded the development and execution of comprehensive, global operational performance assessment program along with yearly ceremonies for recognition of successful sites with SMS Awards during AME Conferences.

Developed, standardized and deployed performance metrics across divisions, with sites’ input and collaboration.

Developed, deployed and trained global Lean Six Sigma programs, including:

-Yearly SMS Guidebook and Leadership Guide; Plant Manager-SMS Champion Certification

-Value Stream Mapping – Manufacturing, Service, Office and Yard Operations

-A3 – Problem Solving Methodology; Other various specific Quality and Process Control modules

-Daily Management Process; Visual Management and 5S

Chaired the ShawCor’s global ‘Best in Class’ internal benchmarking program and successful year-end recognition ceremonies where divisions with exceptional HSE, Operational and Financial performance, and New Product Revenue were presented with ShawCor’s Best In Class Awards

-Yearly Corporate Handbook, Guidelines and Targets, pro-active on-going administration, analysis, reporting, and execution of successful recognition and award ceremonies.

Key Contributions and Accomplishments:

Year-over-year improvement in SMS, operational performance and annual project savings for divisions and sites supported directly (from approximately $2M in 2010, to over 3 fold in 2013).

Savings in excess of $500K/year in Office - Finance A/R, A/P, Logistics, IT.

Improved Site and Divisions education and calibration relative to SMS Assessment.

Recognized for outstanding leadership and performance, promoted to V.P., Global Quality and HSE – Composite Production Systems position.

ARVINMERITOR - GABRIEL RIDE CONTROL 02/2000 to 12/2009

Global automotive company with over 10,000 employees in the Americas, Europe and Asia Pacific, providing products and solutions to OE manufacturers of trucks, trailers, specialty and recreation vehicles, and related aftermarkets;

- Various management positions within the Gabriel Ride Control Business (design and manufacture of shock absorbers) which generated yearly revenues in excess of $400MM:

Corporate Consultant, Quality and Manufacturing Systems Development,

ArvinMeritor - Corporate Operations, Detroit, MI and Queretaro, MX 03/2009 to 12/2009

Retained Consultant for US Corporate Operations after the transfer of the Toronto manufacturing operations to Mexico, for support in the development of other sites within the Business Unit, primarily in Queretaro, MX (facility with over 1200 employees) and USA, with focus on ensuring successful transition of operations, without negatively impacting customers.

Led teams and provided support for developing and improving Manufacturing and Quality Systems, MRO/KanBan and Asset Management programs, implementing Lean Manufacturing initiatives, addressing challenges and concerns.

Quality Assurance Manager role until local candidates were identified, assuming the leadership of the Quality Department, along with initiatives and priorities, including:

-Liaison and communication with major customers such as Paccar (Peterbilt & Kenworth), Hendrickson, Polaris, Honda, Artic Cat, Sears Seating, Bobcat, General Dynamics, etc.

-Successful equipment installation and validation, product quality verification.

-Training and education of the product, processes and equipment.

-Identification of main contributors to the Cost of Non-Quality, data analysis and project initiation based on priorities and using Six Sigma methodology.

-On-going development and improvement of the Manufacturing and Quality Systems.

Manager, Quality Assurance,

ArvinMeritor/Gabriel Ride Control, Toronto, ON 12/2004 to 03/2009

Strong performance as a QA Manager, leader of a team of four (4) QA Engineers and 15 unionized hourly QC Inspectors and owner of a $2MM+ QA budget - Presided activities to exceed customers’ satisfaction and requirements while continuously improving quality, reducing internal poor quality and external warranty costs through effective problem solving, corrective and preventive actions, developing division’s QA and other internal teams; Maintained the company’s Quality and Environmental Systems Certifications, scheduled and ensured completion of internal and external audits.

Managed Quality Assurance activities related to incoming materials, process, finished product and warranty;

Represented company in Customers’ meetings for quality and performance reviews; Led teams to address customers concerns and improve internal processes; Audited and developed suppliers in Canada, USA, Mexico, India and China.

Prioritized Site Quality and Manufacturing initiatives and activities, improved data collection and analysis systems, initiated Lean and Six Sigma projects and Process Improvement Events to reduce the cost of non-quality.

Initiated and conducted internal training in quality and continuous improvement tools.

Enhanced performance indicators and reviewed status regularly with the Management Team.

Key Contributions and Accomplishments:

Year-over-year reduction in Customer defects and complaints, Supplier PPM, Cost of Scrap and Warranty Costs: Overall reductions of 90-95% in major customers PPM, 70% in Supplier PPM and 55% in the cost of scrap as a percentage to revenue (2004-2008); 35% reduction in Warranty Costs (2006-2008).

Over $1MM in cost savings or avoidance through Six Sigma projects; Multiple projects received Gold and Silver ArvinMeritor Worldwide Quality Awards.

Manager, Plant Facilities, MRO and Maintenance and Risk Management,

ArvinMeritor/Gabriel Ride Control, Toronto, ON 02/2000 to 12/2004

Manager and Senior Manufacturing Engineer with direct responsibility of budgets exceeding $6MM for Maintenance labor and MRO, providing leadership and direction for a team of eight Manufacturing/Process Engineers, two Maintenance Supervisors and 26 unionized skilled trade employees, in a fast paced, World Class ISO9001 and TS16949 certified manufacturing environment for automotive, commercial, industrial and recreational industries.

Developed and implemented process and equipment improvements to deliver heightened efficiency and reduced downtime at a high level of quality.

Managed and oversaw building, main installations and production equipment (>600 assets) maintenance and upgrades with internal personnel and/or outside contractors, new equipment installation, equipment rebuilds and plant shutdowns, tooling and equipment modification and redesign, plant-wide manufacturing activities and projects.

Represented the Site in the North-American Team for MRO supplier consolidation.

Management Team Representative and Certified Member in the Joint Health & Safety Committee.

Key Contributions and Accomplishments:

Year-over-year reduction in downtime, overtime, as well as costs (labor cost and labor cost per unit), achieving an 80% reduction in overtime combined with a 20% reduction in labor cost and labor cost per unit (2000-2002) through equipment upgrades, improved maintenance programs, employee training and efficient utilization of PMC2000 (software used for asset management, maintenance, MRO inventory and purchasing).

40% MRO spending reduction combined with a 10% reduction of the MRO spend as a percentage of COGM between 2000 and 2004 by implementing KanBan System along with a new vending / dispensing system for cutting tools, maintenance and safety items.

10-15% increase in efficiency and productivity between 2003 and 2005 through process improvements.

Recognized for outstanding performance and leadership, promoted to Quality Assurance Manager position.

OTHER MANAGEMENT AND PROFESSIONAL EXPERIENCE

LTL OPERATIONS, MULTI-SITE – Day&Ross Transportation Group and TNT (TST) Overland Express

Main and comprehensive North American LTL carriers with over 2500 employees and/or owner-operators, serving directly or through alliances with US partners all Canada, USA and Mexico utilizing over 1000 power units and 2000 trailers.

EDUCATION, CERTIFICATIONS, PROFESSIONAL DEVELOPMENT AFFILIATIONS AND RECOGNITIONS

Master of Science Degree in Mechanical Engineering*

University of Bucharest, Polytechnic Institute

*Equivalency from University of Toronto for standards above B.Sc. level

Six Sigma – Green Belt and Black Belt, ARM - Certified

S-3 (Six Sigma-Shainin) Problem Solving, Manufacturing and Engineering Specialist levels

C2C (Concept to Customer), Project Management

ISO 9001 / TS16949 Internal Auditor

Joint Health and Safety Committee – Industrial Environment Certified

Incident Management System / Incident Commander Training

Machine Process Safeguarding Training

MQP Productivity and Performance Improvement - Day and Ross, Toronto

Logistics, Business Communication, Business Law - Humber College, Toronto

Business Management - International Correspondence Schools, Montreal

Association of Professional Engineers – Licensed Member since 2002

Ontario Society of Professional Engineers – Member since 2003

American Society for Quality – Senior Member since 1999

Gold and Silver ArvinMeritor Worldwide Quality Achievement Awards recipient – 2003 and 2006

Best Practices Presenter at North American Association for Manufacturing Excellence (AME) Conferences



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