ROBERTO NIETO URROZ

*** ** *** ****** • Wagoner, Oklahoma 74467 • H 918-***-**** • C 918-***-**** • ac8i4d@r.postjobfree.com

SUMMARY

An accomplished and results-driven operations and quality leader with a proven track record of achievement in facilities management, plant management, testing, quality assurance, continuous improvement, production management, inventory control, research and development, Six Sigma, Kanban, and strategic planning. Continually identifies opportunities to enhance existing procedures, realizing significant gains in efficiency and cost savings. Evaluates issues to realize the root cause, ensuring the development of high-quality goods. Utilizes fluency in English and Spanish to collaborate internationally. With a solid commitment to excellence, secures lasting success.

EXPERIENCE

Triumph Group, Tulsa, OK

First level Manager Tulsa, Oklahoma

8/2018 to date

Led the entire production team.

Coordinated manufacturing activities with all other functions of organization to maintain optimum production.

Optimized utilization of human and capital resources.

Spirit AeroSystems

First level Manager Tulsa, Oklahoma

2015 to 2018

Led production team.

Coordinated manufacturing activities with all other functions of organization to maintain optimum production and utilization of human and capital resources.

Improve efficiency to 95% + and attendance to 90% +

Improve First past yield to 100% last 3 months

Decrease overtime to less than10%

UNARCO INDUSTRIES Wagoner, Oklahoma

Quality and R&D Manager 2008-2014

Developed cost reduction program in final product, achieving 1.03% savings in raw materials by cart as well as improvement of 22% in final quality and improvement of 33% in rework and repair. Managed quality department and inspection. Oversaw development of inspection procedures and acceptance criteria.

Implemented control plans, FMEA, SPC charts, and problem-solving methods 8D and 5W, with statistical and analytical background required.

Developed DOE, tests for durability and functionality of product, and testing of prototypes.

Managed research and development lab.

Validated engineering, product, process, and materials change based on PPAP and APQP methodology.

PRESTOLITE MOTORS AMETEK Wagoner, Oklahoma

Production Manager 2006-2007

Led production team. Achieved production program from 35% to 97% on-time delivery. Increased production program from 35% to 97% on-time delivery. Secured monthly sales of more than $2,700,000. Oversaw 50% reduction in lead times and 35% reduction in customer complaints.

Coordinated manufacturing activities with all other functions of organization and suppliers to maintain optimum production and utilization of human and capital resources.

Secured 75% reduction on accidents and missed hours.

Developed plans and balanced lines for new products to improve efficiency 40% over the normal standards.

Achieved 60% reduction of overtime.

Completed reduction of scrap to less than 2%.

DIXON AMETEK AT GRAND JUNCTION COLORADO PLANT Grand Junction, Colorado

Operations Manager 2004-2006

Led production team. Moved from 23.5% to 97% on-time delivery for internal and external customers. Improved to level of 97% or more on production schedule and restructured Kanban system, which was failing and badly calculated, resulting in on-time delivery problems as well as late fees and charges due to plant delay.

Reduced scrap factor to 1.5%.

Improved first-time quality to 98%.

Achieved monthly sales and efficiency to level of 95% after six months.

Coordinated product transfers between Grand Junction, Colorado and Reynosa, Mexico. Transferred ahead of schedule at eight months instead of 14 months, with safety stock for three months.

Developed and maintained manufacturing operation plan to include all production requirements, labor hours, cycle times, costs, and process improvements.

SYMBOL DE MEXICO S DE RL DE CV Reynosa, Mexico

Plant Superintendent 2000-2003

Moved from corrective maintenance to predictive and periodic maintenance achieved in six months. Supported IE team on plant reorganizations and NPI team on line transfers and implementation, reducing downtime to less than 3%. Cut expenses $6,000,000 on plant expansion. Led production team. Achieved 35% reduction on lead times. Kept material usage and scrap levels down to 2%. Interacted with IE department to improve production output and efficiency above 97%. Directed cost reduction programs, achieving levels of three and 35 cents per piece.

HAI ON IEC Reynosa, Mexico

International Consultant as Plant Manager on IEC at Mexico Plant 1999-2000

Ran IEC plant as shelter and moved from 15% on-time delivery to 85% on-time delivery. Hired and administrated resources based on budget of $3,000,000 per quarter. Planned resources for production in accordance with production master schedule. Controlled inventory of raw material to keep in levels of 2% or less scrap.

ADDITIONAL EXPERIENCE

SEYMOUR S.A. DE C.V., Matamoros, Mexico, Production Manager, 1998-1999. Planned resources for production in accordance with production master schedule. Achieved 35% improvement in output on sewing machines. Decreased scrap below 5%. Achieved 87% control of inventory of raw material.

FORMITEC S.A. DE C.V., Matamoros, Mexico, Operational Director, 1997-1998. Ran plant B and C on inner reinforcements and trailer hoods, with 0% delays. Implemented reaction injection molding on air deflectors line. Achieved 97% improvement in final product quality.

TRICO COMPONENTES, Matamoros, Mexico, Quality Assurance General Supervisor, 1995-1997. Led engineering and tech in paint area. Certified paint area on QS 9000. Improved 0% scrap on sand blast area for rework parts, with possibility to send 30% of those to OEM and rest to aftermarket. Supported maintenance to improve preventative maintenance through DOE process. Improved quality output from 83% to 95% due to DOW, avoiding problems like over paint and bleed out.

RIMIR S.A. DE C.V., Matamoros, Mexico, Production General Supervisor, GMC Inland Fisher Guide Division, 1993-1995. Led production team on molding and prime painting. Reduced mold changes from two shifts to four hours. Improved paint changes from six hours to 30 minutes. Kept molding and painting efficiency at 95%.

AT&T S.A. DE C.V., Matamoros, Mexico, Production Manager, 1989-1993. Led NPI, achieving levels of 95% plus efficiency and less than 2% scrap. Oversaw production management and industrial engineering. Oversaw company certification on BSI standards to obtain contracts with commonwealth. Materials Manager, 1990 (concurrent). Led six-month JIT implementation as well as Kanban analysis and implementation. Saved $75,000 per month based on ABC materials analysis. Reordered point and EOQ analysis. Achieved 30% improvement in on-time delivery. Improved cycle counts to 45% usage. Completed can-build analysis, saving 45% to 53% on wait orders and reconfiguration.

CONDURA S.A. DE C.V., Matamoros, Mexico, Maintenance Supervisor, 1987-1989. Oversaw test equipment. Transferred test equipment and product lines from Chicago to Matamoros, Mexico. Led implementation of $35,000,000 project of window controls for Chrysler and Ford lumbar.

DELTRONICOS DE MATAMOROS, Matamoros, Mexico, Test Equipment Engineer-General Motors Corporation, Hughes Electronics Division, 1983-1987. Served as NPI engineer, NPI technician, and electronic maintenance technician.

EDUCATION

INSTITUTO TECNOLOGICO DE MATAMOROS, Tamaulipas, Mexico, B.S., Industrial and Electronic Engineer, 1989

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