Raul A. Holguin

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

Del Rio, Tx 78840

Home: 830-***-**** ac5lml@r.postjobfree.com Cel: 830-***-****

PROFESSIONAL SUMMARY

Proven strategic Operations and Business Professional with a track record of sustained financial improvements focusing on KPI operation metrics; Lean, Safety, Quality, Cost, Delivery, Capital Investment, Inventory Controls/Supply Chain.

Oriented on Team Development and Motivation.

Experience in managing manufacturing plants as Plant Manager and General Plant Manager for multiple plants.

Turnaround Plants

Start-Up Plants

Automotive T1

Plastic injection

Electronics

Medical

Fiber glass Extrusion

Areas of experience:

•Budget Development and Controls

•Manufacturing Systems Implementation

•Lean Manufacturing Implementation/Champion

•Lean Six Sigma

•CI Champion

•Project Management

•Customer Service

•Inventory Management

•Opex

•Capex

•C-TPAT

•GMP

PROFESSIONAL EXPERIENCE

US LINER COMPANY, Piedras Negras Mexico Jan, 2017-Dec, 2017

General Manager Mexico Operation

Responsible for the operation, HR, Finance, Production, Quality Control & Supply Chain

Launched the operation/greenfield, hired and trained operators, transferred all equipment, installed and launched production producing fiber glass/plastic/extrusion injection/thermoforming walls for the Truck Industry

REGAL BELOIT CORPORATION, EPC Division 2011-2016

Senior Advance Manufacturing

Process Engineering

& PM-Project Manager

Responsible for the Process Engineering support functions for the Regal Beloit motor Plants, serving the HVAC Industry.

Lead and drive implementation of Lean Manufacturing in the Plants

Mentor for the self directed Team to ensure the Lean Process is followed, Gemba walks with Teams to review Dash Boards

Execute Green Belt projects on areas where improvement is needed

Execute Kaizen events in the operation to meet operation KPI

Process and productivity improvements thru Kaizen events, 5`s, One piece flow, TPM, SMED in the motor winding lines and rotor die cast process.

Development of Strategic projects for the AC Motor Business.

Relocation of plants and transfer of product to a lower cost location.

Develop, drive and execute implementation of the cost improvement initiatives in the plants to achieve annual cost reduction objective.

Directly responsible for working with major customers to develop the projects and action plans to meet established product cost reduction objective.

Work with the Plants to identify and generate the Capital Investment needs for the plants.

AOSMITH CORPORATION, EPC Division 2008 - 2011

Director of Monterrey Operation 3 Plants

Promoted to the position of Director for the Monterrey Operation, transferred in Jan, 2008

Responsibilities for manufacturing of 3 unionized plants, (2) motor assembly plants and (1) die casting stamping and machining for motor components, 190K sq/ft and 900 employees producing Fractional Electric Motors for the HVAC Industry.

Responsible for P & L, Quality Managements System, Supply Chain, Production, HR, Technical Service, Import Export/Customs area, Finance, Yearly Budget Planning, Monthly Budget and the Monterrey Distribution Center.

Introduced series of productivity improvements, Lean Manufacturing, Continuous Improvement Process, Metric Measurement Systems/KPI`s, that led to consistent improvement to the operation, Plants Productivity, Motors per Employee, Operation Cost, Product Quality, Customer Satisfaction, Safety, Internal Controls, Inventory Management

• Operation Efficiency improved from 50% to 75%, this was achieved by introducing and implementing the mentality of Lean Manufacturing, Plant layout changes, Kaizen U shaped cells, Self Directed Teams, SMED and TPM.

• Delivery improved from 85% to 96% consistently to Customer request.

• Incident Rate reduced by 60%, a series of safety initiatives were implemented, 5s, weekly Safety Audits, monthly employee meetings, CI Teams focused on casting, powder paint, assy lines, critical equipment TPM, heavy presses and machining operations.

• Successfully consolidated 2 plants into 1, in 2 months without any delivery interruption to Customers, with equal or better levels on Quality and Productivity, closed an outside leased warehouse, Staff and IDL Workforce adjusted, this relocation resulted in $450K savings for the Co.

• Developed strategy and successfully transitioned high volume product to a lower cost plant in China.

• Scrap and equipment downtime reduced by introducing and implementing TPM, SMED on all motor winding lines.

• Product Quality to Customers improved from 1,300 PPMs to 450 PPMs.

• Kan Ban implementation led to 40% reduction in Wip.

AOSMITH CORPORATION, EPC Division 1998 - 2008

Plant Manager

Responsibilities for 2 Manufacturing, 110K sq/ft & 105K sq/ft, producing Electric Hermetic Motors for the HVAC Industry, 1.7M units a year with 1,700 employees.

Main responsibilities for Quality Management System/QMS, Supply Chain, CI,Production, HR, Import Export/Customs area, Technical Services, Finance, Yearly Budget Planning, Monthly Budgets and the Del Rio warehouse.

Green field start up of Plant 2 in Acuna, plant designed, Hired Staff, equipment transfer from sister plant closing in KY, Qualified process and launch production successfully.

•Increased efficiency 24% the first year and (5%/Yr.)

•Reduced scrap and control OT resulted in a 25% cost improvement.

•Introduced the Lean tools to the operation, Poke Yoke that resulted in PPM reduction from 1200 to 450PPM

•Plant Accidents reduced from 13 to 2 a year, this by implementing and driving the Cero Accident Initiative.

•Customer Lead Time reduced from 30 days to 18 days.

•Customer Delivery on time improved from 80% to 92%

•Introduced the Self Directed Teams to all manufacturing lines.

•Introduced 5s and process dashboard with key metric measurement of the operations

AOSMITH CORPORATION, EPC Division, Juarez Chih. Mex 1996 - 1998

Plant Manager

Responsibilities manufacturing of 1 plant,120K sq/ft, producing Electric Fractional Motors for the HVAC, Pump and GI Industry.

Main responsibilities for Quality Management System/QMS, Supply Chain, Production, HR, Technical Service, Finance, Yearly Budget Planning, Monthly Budget.

This plant producing high mixed SKU, low volume orders with 600 employees.

•Introduced one piece flow vs batch lots on the motor assembly lines.

•QMS System implemented and prepared the plant for ISO 9000 Certification achieved in Sept - 1998

•Improved delivery on Customer Order Service from 85% to 95%

•Productivity improved from 55% to 70%, this resulted thru daily employee meetings, motivation of workforce and process improvements.

•Product Quality, improved from 1250 PPMs to 750 PPMs

•Recordable reduced form 25 to 8 /year, launched a series of Safety Initiatives, Safety Awareness, daily audits, Safety of the Month.

AOSMITH CORPORATION, EPC Division, Juarez Chih. Mex 1992 - 1996

Production Manager

•Main responsibilities to manager 450 production employees 6 motor lines to meet the daily and monthly motor schedule.

•Motivate and provide the resources to the production team to meet production rates and product Quality.

•Implemented the Product Certification System for FG

OPTEK, Juarez Chih Mex 1989 - 1992

Production Manager

•Main responsibilities to manage 150 production employees, 2 assembly lines for the manufacturing of Electronic Sensors for the Automotive Industry.

•Schedule the production lines to meet daily and weekly sequenced product schedule

•Launched the start up of 2 new lines to produce the Crank Shaft Sensor for the Ford F-150

•Weekly meetings with Corporate to report area performance, Productivity, Product Quality, Waste and Safety.

MICROELECTRONICS COMPANY, Juarez, Chih. Mex (Plant Closed) 1988 - 1989

Operations Manager

•Responsibilities to manager a highly automated manufacturing plant with 280 employees producing electronic components and PCB staffing.

•Responsible for P & L of the Operation reporting weekly to Corporate.

•Introduced the Quality Circle Methodology to the operation.

•Resized the HC to improved profitability that resulted in $150K savings

AOSMITH CORPORATION, EPC Division, Juarez, Chih. Mex. 1986 - 1988

Production Manager

•Responsibilities for the motor winding area, managing 120 production employees in 2 shifts.

•Scheduling of the production lines to meet weekly Customer demand schedules.

•Meet daily targets on units produced, waste and Wip.

WESTINGHOUSE COMPANY, Motor Division, Juarez Chih. Mex 1983 - 1986

Materials Superintendent

•Responsibilities for scheduling and expedite of all feeder components for the plant.

•Supervise the materials Team and warehouse

•Weekly reporting on CC.

•Annual Physical Inventory.

Education: Universidad Autonoma de Ciudad Juarez

Business Administration,1987

Bilingual English/Spanish fluent

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