MIGUEL A. CAZARES FRANCO

**** *** ******, ** **** TX. 79912

ac7zsq@r.postjobfree.com 915-***-****

OPERATIONS/ MANAGEMENT

PERFORMANCE, PROCESS, AND RESULTS-DRIVEN IN COMMITMENT TO QUALITY AND CONTINUOUS IMPROVEMENT

High performance, results-driven bilingual operations management professional (Operations Director, Regional Manager, Site Manager, Plant Director, Plant Manager) with more than 20 years of international experience driving Lean innovations and delivering results for challenging turnaround, start-up, and high-growth operations. Highly skilled in creating self-directed staff and teams which continuously meet key corporate targets.

Specialized knowledge of Automotive Electrical parts, Molding and Metal Stamping production processes. Multi-cultural experience gained in, China, México, USA and Honduras. Able to quickly and effectively adapt to ever-changing business requirements, demanding deadlines, market conditions, and complex organizational needs. Leading teams focusing on plant turnaround. Skilled at combining tactical execution with innovative, out-of-the-box problem solving.

Managerial competencies include Strategic Planning & Tactical Execution, Revenue Optimization & Profit Growth, Multimillion-dollar P&L Management, Human Resource Management, Purchasing, Sales & Customers Negotiations, Financial Management & Cost Control, Staff Leadership and Development, Quality & Logistics Management Systems, Program Management, Safety Management,

Technical competencies include Lean Manufacturing, Kaizen Implementation, 5S, Process Six Sigma, and Problem Solving through people Participation Process. Cost Reduction workshops Leader with multifunctional Teams that includes Sales and Purchasing areas. “Change Agent” implementing Just In Time philosophy, supported by the following JIT Key Elements: Kanban, Heijunka, One Piece Flow, Zero Defects, Preventive Maintenance, Flexible Workforce, and Reduction on Set-Up Times, and Lead Times.

PROFESSIONAL EXPERIENCE

Sonoco Products Company 2012- 2017

Regional Manager. Juarez, Mex. (2013-2017)

Responsible for complete operation of three facilities located in Juarez, Guadalajara and

Celaya,Mex with more than $60 million of annual sales. Molding and assembly process for

Automotive, Appliance and Electronics industry.

Design and Startup of Celaya Plant

Developed and implemented the best systems and processes in three plants

Obtained Best Supplier Award for Mexico General Motors during three years

Implemented cost reduction initiatives and productivity projects with savings of more than $.7millon per year

Maintained operation without any major customer disruption

Achieved Financial, Delivery, Quality and Safety corporate goals during last four years

Plant Manager. Juarez, Mex. (2012)

In 3 months, turned around plant which was losing money and in jeopardy of losing customers.

Developed managerial staff, then transferred 5 professionals to various Mexican plants to stabilize and strengthen operations.

Leoni Wiring Systems 2011-2012

Plant Director. Durango, Mex.

Responsible for the complete operation of site with annual sales of $65 million, 1300+ employees, including Supply Chain, Product Engineering, New Product Introduction, Advance Manufacturing, Human Resources and Finances. Product: wiring harnesses. Main customers: Cummins, Caterpillar, Mercedes Benz.

American Metal Products 2008- 2011

Plant Manager. Mexicali, Mex.

Responsible for the financial performance and operational results of one of the largest plants in the corporation dedicated to manufacture HVAC products (metal stamping process) with annual sales of $60 million. Directly managed nine managers for this 450 employee, 300K sq. ft. facility. Coordinated the transfer of business from China to Mexico.

Developed and led comprehensive Lean/Kaisen projects (95 projects in two years) which generated over $1.5 million in cost savings.

Aggressively implemented Lean Manufacturing concepts, JIT, 5S and redesigned plant layout to boost productivity by more than 70%.

Improved Quality and delivery, while reducing all backorders (99.7% build to schedule)

Improved inventory from 7.4 to 20 turns ( $3.0 million decrease in RAW and WIP)

Reduced operating expenses by 22% ($3.5 million) .Reduced scrap by 50%. Reduced Management in 25% and direct labor ( more than 100 employees last year )

Developed and directed the total plant re-layout that has made Mexicali facility the most Lean and Safest in the corporation.

Visited customer sites monthly, evaluating quality levels and presenting Corrective actions (8D’s).

Electrical Components International 2007-2008

Plant Manager. Juarez, Mex.

Responsible for P&L, NPI, Planning, Engineering, Manufacturing, Materials and the entire operation for an 800 employee/facility dedicated to manufacture wire harnesses for appliances, automotive, agricultural, and construction segment.

Change Agent in the implementation of Lean Manufacturing and Six Sigma Philosophy.

Quoted and gain new business that represented more than $500K on monthly sales.

Increased average monthly sales from $1.1MM to $2.0MM by increasing productivity while maintaining same headcount and overhead expenses.

Improved PPM from 600 to 56 at customer site while maintain cost of quality at company site

Daily Quality conferences with customer representatives.

of 40% in Raw material, 50% in WIP and 80% in FG

Reduction

Lear Corporation 2001-2006

`Site Manager. Honduras, Central America. (2004-2006)

Senior Operating Manager with full P&L responsibility for the strategic planning, development, and operations management for 2300 employees, 155K sq. ft., in 3 business unit operation involved in the production of power and signal distribution systems (electrical wiring harnesses) for Hyundai. Scope of responsibility included scheduling, production, quality assurance, staffing, safety, resource utilization, long range planning, and visiting our customers solving quality issues and supporting them in their product design and assembly processes.

Led and transitioned this new full-scale Plant operation from concept through feasibility analysis, research, strategic planning and development, and reviewing and approving all plans to ensure that the plant meets all requirements for production.

Transferred technology from US to Honduras.

Assessed and implemented plant floor, office space organization, and equipment layout factors.

Tasked with identifying and implementing continuous-improvement measures, overseeing the implementation of state-of-the-art equipment and people technology upgrades to improve operating efficiencies.

Instrumental in planning, researching, coordinating, budgeting, and executing comprehensive strategies for the organization, including coordinating all external public relations and working closely with Korean partners to build and sustain growth for the organization.

Conducted monthly reviews to review goals attainment, cost reduction initiatives, variance analysis, and staffing to meet production, implementing the 5S concept across 90% of operations.

Plant Manager, Chihuahua and Juarez Plants, Mex. (2001-2004&2006)

During this period I was assigned in four different plants having the mission to turnaround the complete operation.

Charged with directing all production activities, maintenance, process control, finances, procedural development, and all continuous improvement activities for the plants consisting of various automated manufacturing systems for large international customers.

Directly supervised and oversaw the work efforts of all assembly maintenance, engineering, electrical & controls, and procurement personnel.

Implemented overtime and efficiency programs to meet and exceed all customer needs.

Eliminated “past due” service parts orders, implementing a new production process, improving overall machine reliability and plant productivity by identifying and defining issues, measuring the impact of each issue, analyzing to determine the root cause, then implementing corrective actions either by design, procedures, or practice.

Accountable for the management of start-up and launch a new product line from the Philippines Operations.

Successfully implemented Toyota Productions System, managing the plant and creating work orders daily, weekly, semi-annually, and annually for added organizational profitability.

Provided instructions and directions in critical situation and crisis management.

Delphi Automotive Systems (General Motors Division) 1990- 2001

Operations Director. Shanghai China. (1998-2000)

Accountable for the operation and P&L (components, lead preparation and harness assembly plants for GM and VW) in a Joint venture between Delphi and a Chinese company. Coached Chinese team and provided technical training including advanced western technology, products and application knowledge. Transferred technology from US to China. Made decisions on localization and outsourcing in Asia. Successfully launching a new program for the Chinese Market. Implemented the “best practices” and Delphi procedures. Served on a task force in Malaysia operations. Development of the Excellence Training Center. Created and Implemented Quality Control Manual and procedures that improved General Motors “Targets for Excellence” rating. Lean champion in charge of Lean deployment in China operations. Lead a group of Customer Engineers reducing Quality problems in our product (design) and in the customer’s process. Awarded Best Supplier for Shanghai General Motor.

Advance Manufacturing Manager. Ohio, USA. (1994-1996)

In charge of an Engineering Team that developed a new product (GMT 800) included manufacturing process and new technology. Coordinated the presentation of the program status review (Gate Reviews) and the Business Case Analysis. Developed Quality Manuals and procedures for Mexican Plants.

Plant Manager. Chihuahua Plants, Mex. (1990-1994) (1996-1998) (2000-2001)

Successfully implemented the PPS (Packard Production System) and Continuous improvement workshops. Implemented the H&S best practices in Mexico Plants. Responsible of the machinery and equipment transfer to other plants. Implemented the Preventive Maintenance best practices in Mexico plants. Conducted Lean Workshops in different plants.

Supervisor, Production Manager, Operations Manager. Juarez, Mex.

EDUCATION

B.S., Industrial Engineering, Instituto Tecnologico, Cd. Juarez, Mexico

Masters, Organizational Development, Universidad de Monterrey, Mexico

Finance for Non-finance Managers, Michigan University, Hong Kong

Six Sigma Green Belt, Lear Corporation, Mexico

Lean Deployment. University of Tennessee

Develop to Lead, Senior Management Development, University of Columbia S.C.

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