LUIS GABALDON

Lean Master, C.S.C.P., CPIM, CS&OP, SCOR-P, C. P. M.

El Paso, TX Ph. 915-***-**** ac7y0x@r.postjobfree.com

LEAN SIX SIGMA & SUPPLY CHAIN MANAGEMENT PROFESSIONAL

CORE COMPETENCIES

Bilingual and bicultural Operational Excellence expert, who designs, deploys, manages and improves Lean Manufacturing Systems based on The Toyota Production System (TPS).

Resonant Leader with expertise in Operations and Global Lean Supply Chain Management.

Key strengths

Lean Manufacturing Systems design, deployment and Management.

Lean Supply Chain Management and Improvement

Strategic Planning & Deployment (Hoshin Kanri)

Lean Transformation and Accountability

Multi-site Continuous Improvement

Sales and Operations Planning (S&OP)

ERP Planning processes (S&OP, MPS, MRPII, Pull Systems/Kanban, PFEP)

High-Performance Teams Building

PROFESSIONAL PROFILE

TPI COMPOSITES Aug 2017 – Feb 2018

Sr. Operational Excellence Manager of NA

Responsible for Operational Excellence System Deployment in NA sites (3 in MX, 2 in US)

Led Strategic Planning for FY 2018 (Hoshin Kanri) in all NA sites, which resulted in Lean System Deployment roadmap, deployed from A3 Strategic Initiatives of Cost, Delivery, Quality and People goals, through Tactical A3’s and action plans and projects between and within each functional department.

Developed training material for Lean systems and tools based on Shingo Model of OpEx to include 5S, std. work, PFEP, Heijunka, Kanban, continuous flow (one-piece flow), Poka yoke, rapid response system, Tier Daily Management system.

Developed productivity deck for 10% cost reduction goal and balanced scorecard for each site to track progress and accountability.

Developed the kaizen schedule and Lean projects for each site to attain productivity savings goals.

Full implementation of 5S, standard work, Kanban system and Visual Management system in all sites.

BROWN JORDAN INTERNATIONAL Oct 2015 – Aug 2017

Sr. Operations & Lean Manufacturing Manager

Responsible for Lean Deployment in JZ Site and Production Operations in Fabrication Plant 1

Led Strategic Planning for FY 2017 (Hoshin Kanri), which resulted in Lean Deployment roadmap for Lean Management System on Hoshin Planning, Pull systems, Kanban, TPM, High-Performance teams, on all A3 Strategic Initiatives of Cost, Delivery, Quality and People goals.

Designed manufacturing system deployed through cellular manufacturing and pull system.

Developed an integrated Lean Scheduling system that includes Capacity Management model for manufacturing cells and level-load production (Heijunka).

Formal training to all levels on Lean Systems and tools.

Lead Fabrication Plant Operations achieving 20% improvement of labor productivity, OTC from 55% to 100%, lead time reduction from 12 to 3 days and OT reduction of $250k YoY.

Full implementation of 5S, standard work, Kanban system and Visual Management system in both plants.

CBX Group (freelance consulting) Apr 2013 - Oct 2015, Feb 2018 to Present

Sr. Lean Consultant

Lean Management Consulting services to Twin companies

Recent projects completed:

Lean Manufacturing System design and deployment in a local manufacturing company, including formal and on-the-job training to personnel at all levels on 5S, standard work, Lean Thinking, Heijunka, kaizen, continuous flow, Kanban, problem solving PDCA, TPM, Accountability, Value Stream Mapping, PFEP, eliminating material stock-outs, improving output by 40% and eliminating the need for capital expenditures for 25% of additional sales.

SMED implementation in 8 machines in a client’s site, increasing capacity by 40%, realizing annual savings of $1.75 MM.

PULL & KAN BAN System design and deployment in a local mfg. plant, realizing $750k in productivity gains.

Lean Promotion Office program design, education, coaching, training and launch for 15 individuals for a local organization.

Strategic Planning (Hoshin Kanri) with a plastic Injection Company’s Management team to develop Strategic Planning for FY2015, including Deployment based on Lean Management System in a 42-presses Plastic Molding plant. Deployment based on Hoshin Planning, Pull systems, Kanban, TPM and coaching to build High-Performance teams, with YTD (7 months) results of 15% better than FY2015 on all A3 Strategic Initiatives of Cost, Delivery, Quality and People goals.

Developed and conducted Lean Six Sigma Green Belt certification course.

ELECTRICAL COMPONENTS INTERNATIONAL Jun-2010 – Apr-2013

Lean Supply Chain Manager- North America

Responsible to manage all Lean & Procurement activities to support 4 Mexican plants and 1 Canada plant.

Championed design and implementation of Lean Supply chain strategy that improved fill rate from 75% to 90% and decrease RM inventory by 12% through implementation of the following tactics:

Reengineering of planning processes (MPS & MRP) for alignment and responsiveness

VMI programs for strategic commodities to improve responsiveness and decrease cost of capital.

PFEP (plan-for-every-part) and Kanban systems for wire, packaging and other commodities to increase responsiveness and reduce inventory levels.

Designed and implemented CPFR (Collaborative Planning, Forecasting and Replenishment) Model implementation with one of our main customers to increase demand visibility and reduced inventory levels by 50%, and eliminated chronic shortages.

Cross functionally project to deal with excess and obsolete inventory, reducing it by 1.2 million USD.

Led creation of VSM’s that served as basis for Lean Manufacturing deployment in MX plants.

COSESA (Industrial Contractors) Jun-2007 to Feb 2010

Operations Management (Consultant)

Contract position in a company to develop and implement systems and controls to improve poor customer service level and reduce costs to improve profitability, nurture customer relationships, implement structure through Operational policies and Contracts negotiation with key suppliers.

ASO CORPORATION Aug-2006 to Jun-2007

Supply Chain Manager

Designed and implemented Lean Manufacturing system for Mexican Operations to improve customer service levels from 25% to 95% in 3 months, reduced inventory levels by 45%, eliminated backorders and reduced cycle time by 50%, through implementation of following tactics:

Value stream Management with high-mix low-volume consumption-based replenishment system and lean scheduling via Heijunka (load-leveling).

PFEP (plan-for-every-part) and dual-card Kanban systems to support continuous flow.

Pull system via electronic Kanban with major suppliers to increase flexibility, responsiveness and reduce inventory levels.

KIMBALL INTERNATIONAL, Juarez, Mex. Apr-2002 to July-2006

Sr. Supply Chain Manager/ Lean Leader

Developed and implemented a Lean Manufacturing System strategy that improved customer service levels to 100%, reduced inventories and overhead costs in Juarez plant to ultimately improve Economic Profit by $2.8 million, from net loss of 1.9 million, by implementation of following tactics:

Mixed-model value stream Management at both Juarez and Mexicali plants, to create continuous flow, including lean scheduling system based on Heijunka methodology to level-load volume and mix.

PFEP (plan-for-every-part), dual-card and supplier Kanban systems to support continuous flow.

VMI (Vendor Managed Inventory) program for the wood commodity.

New panel supplier program that resulted in material cost savings of $1.4 million for FY2005.

Kaizen costing event (VE/VA) with our main customer that resulted in $400k savings on cost of material.

Championed the design and launch of monthly Sales and Operations Planning (S&OP) process with corporate.

EDUCATION

BS INDUSTRIAL AND ELECTRONICS ENGINEERING

Chihuahua Technological Institute (ITCH)

CERTIFICATIONS:

Lean Master by Kauffman Global Group

C.S.C.P. (Certified Supply Chain Professional) by APICS

CPIM (Certified in Production and Inventory Management) by APICS

CS&OP (Certified in Sales and Operations Planning) by Ohio University

SCOR-P (Supply Chain Operations Reference Model Professional) by Supply Chain Council

C. P. M. (Certified Purchasing Manager) by ISM

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