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Manufacturing Manager, Materials Manager, Plant Manager,Supply Manager

Location:
Tucson, Arizona, United States
Salary:
90000
Posted:
November 15, 2018

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Resume:

GUILLERMO LEYVA

Phone ***- ***-**** Email: ac7pih@r.postjobfree.com 982 Calle Coyote, Rio Rico Az 85648

Executive Summary

Proactive, team oriented professional leader with expertise at developing and implementing creative solutions and lean practices to increase competitiveness, profitability, and productivity. Experience of 30 years in manufacturing operations with particular strength in planning, organizing, staffing, inventory control, production control and continuous improvement. Demonstrated ability to deliver highly critical projects and operations within tight schedules and budgets, developing innovative solutions that influence operational and strategic decisions while exceeding customer needs and expectations.

Areas of Expertise / Key Qualifications

Operations Management*Safety Operations * Plant Start-ups * Strategic/Capacity Planning * ISO/QS9000/AS9100 * Program and Project Management * Facilities Layout * JIT/Lean Manufacturing * Staffing * Production/Inventory Planning * Inventory Control * MRP * MTO and MTS Manufacturing * Budgeting/Forecasting * Customer Service * Quick Changes * Kanban * Kaizen * Team Coordination * Asset Maintenance * Expense Reduction * VMI * Efficiency Improvement * Team Leadership * Resource Management * Feasibility Analysis * Vendor Management * Quality Improvement

Selected Achievements

MORGAN – Metals Industry – Materials Planning Manager – Rental Truck Bodies 2018 – to Date

Implemented the Supply Chain system * Applied 25 Lean manufacturing practices * Implemented Kanban, Just in Time systems

Applied Heijunka to manage the production scheduling to maximize on time delivery, productivity, gross profit * Collaborating within all levels of the company to plan, set and support Operation production plan and Sales

Continuous Analysis of the MRP * Constant analysis of order placements, component requirements, inventory levels* MRP Masters Maintenance on all components * Continuous analyzing and improving MOQ, ETA, PRICES, SUPPLIERS on the components purchasing

Develop a perpetual Strategy to stabilize Inventory performance * Control of the IDF’s between facilities * Enlarge the Receiving Inspection Protocol * Performed Weekly Location Audits* Develop a plan for the disposition of Excess/Slow Moving/Obsolescence * Developed an accountability system for all Inventory Transactions

Follow up on all Account Payables/Receiving Control * Identify localized vendors to test the potential of Regional Procurement * Maintained and ensured that budgets are met * Maintained cost reviews

TRAFFIC Control of Chassis received and shipped

Working closely with customer and sales department to be on time

Continuously analysis with Accounting on the Balance sheet, Statements of Cash Flows, P&L, etc to make actions/strategies to improve profits

Safety 100%, Inventory reduction 30% (from 3 million to 2.1 million), Inventory Yearly Turns from 10 to 16 turns, MRP Complete Cycle Count from 87% to 98%, Accuracy 85% to 95%,Traffic control 100%

CEG - Metals Industry- Production Operations Manager– Military Harnesses 2009 – 2017

Accomplished Production Operations and organization mission by completing related results as needed

Managed month-end activities coordination, financial budget/forecast and reviews results; financial resources, resource planning; oversee the operations with the accounting department

Achieved operational objectives by contributing operations information and recommendations to strategic plans and reviews; preparing and completing action plans

Implemented safety, quality, productivity, and customer-service standards; resolved problems; completed audits; identified trends; analyzed variances; initiating corrective and preventive actions where trends are not favorable.

Keep track of the objectives and make improvement plans on productivity. Applied Lean manufacturing practices, 25 Lean Tools

Working closely with customer and sales department to be on time

Meet financial objectives by forecasting requirements * Implemented a Supply Chain system * Applied 25 Lean manufacturing practices

Continuous Analysis of the MRP/DRP systems * MRP/DRP Masters Maintenance on all components * Developed an accountability system for all Inventory Transactions

Constant analysis of order placements, component requirements, inventory levels, etc. to visualize and prevent obstacles * Continuous analyzing and improving MOQ, ETA, PRICES, SUPPLIERS on the components purchasing

Implemented Kanban, Just in Time systems * Implemented VMI system

Collaborating within all levels of the company to plan, set and support Sales and Operation production plan

Close communication with production coordinators, customer service department and support departments. Successfully implemented production planning, inventory planning and scheduling

Implemented Shipping and Distribution standards * Directed the successful start-up of a new distribution system * Communication with customers to verify that the shipment was delivered on time.

Program Operations Manager:

Adept at leading/managing cross-functional programs

Directing and managing a large scale program by performing management functions such as, planning, scheduling, organizing, and tracking processes, ensuring the feasibility of the project

Developed and initiated internal processes to improve program delivery within specific timeframes

Guided several departments in designing and developing projects through production stage

Collaborated with management teams to deliver assigned programs

Developed group and individual timelines, assessed/identified potential bottlenecks in each project/program process.

Continuously analysis with Accounting on the Balance sheet, Statements of Cash Flows, P&L, etc to make actions/strategies necessary to improve profits

Safety 100%, Increased Service rate from 81% to 99%, Inventory reduction 50% (from 3 million to 1.5 million), Reduced SS from 3 months to 1 month, Accuracy 99%, VMI 100%, Reduced lead time from 6 weeks to 3 weeks, Oversee total staff of 350 employees, Improved Productivity from 62% to 87%, Increased annual production16%

DBHL--- Plastics/Metals Industry Materials Planning Manager – Toilet Bowl / Tubes Kit 2001 – 2008

Team building on the production and planning department staff

Constant analysis of MRP/DRP Systems, Forecast, (8M) Machine Capacity, Manning Capacity, Product Capacity, Material Capacity, Injection Molding Machine, Products and Process *

Constant analysis of order placements, component requirements, inventory levels, etc. to visualize and prevent obstacles * Implemented Kanban, Just in Time systems on the purchasing of components

Keep track of the objectives and make improvement plans on productivity

Close communication with production coordinators, customer service department and support departments. Applied 25 Lean manufacturing practices.

Successfully implemented production planning, inventory planning and scheduling strategies to eliminate swings up to 40% in service rates and productivity. Improved and maintained the Fill Rate and On Time delivery to 98%+.

Implemented Shipping and Distribution standards * Directed the successful start-up of a new distribution system * Communication with customers to verify that the shipment was delivered on time.

Safety 100%, Increased Service rate from 57% to 98%, Improved Productivity from 43%, to 91%, Inventory reduction 40% (from 3.5 million to 2 million), Inventory Yearly Turns from 3.5 to 11 turns, Reduced SS from 8 weeks to 1.5 weeks, Reduced Overtime to 1%, Accuracy 98%

ACCO --- Metals Industry Manufacturing Manager -- Staplers 1998 – 2000

Improved communications with support departments. Reduced maintenance downtime (Preventive Maintenance). Addressed material supply problems. Developed Production/Material Cross Training. Improved Order scheduling (Heijunka) . Implemented Kaizen methodology. Applied Lean manufacturing practices, 25 Lean Tools. Established Safety, Quality and Productivity indicators.

Safety 100%. Handle up to a staff of 300 associates.

Increased service rate (from 75% to 97%), productivity (from 56% to 93%) and scrap rates (from 23% to 1%)

THOMAS & BETTS -- Automotive Industry – Engineering and Maintenance Manager – Battery Cables 1996 – 1997

Coordinated the Plant Start Up, Safety and the Equipment/Product transfers (US to Mex.).

Implemented a Kanban system to reduce WIP inventories by 30%.

Implemented a Preventive maintenance plan to reduce equipment downtime by 80% and maintain Safety 100%.

Increased available Plant Square footage area by 30% by applying “Lean Continuous Improvements” projects

ALCATEL --- Telecommunications Industry --- Sr. Industrial Engineer – Printed Computer Boards 1988 – 1995

Key participant in the reduction of internal Lead time from 30 days to 3 days. Major Lean Manufacturing projects in line balancing, kanban, Process layouts, SMT, tooling and equipment.

Education

Master of Arts in Organizational Management, M.A.O.M … University of Phoenix 2000

Master of Business Administration, M.B.A. … University of Phoenix 1994

Electronic Industrial Engineer, B.S. … Nogales Technological Institute 1987



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