P. Eng. MSC MBA
Object: Plant Manager
Dear Sir or Madam,
It is with great interest that I read your add for the positions of Plant Manager on postjobfree. As you can see in my resume, I have an extensive experience in terms of strategic planning, development, operations and supply chain control and the implementation of what is needed to bring improvements and transform organizations. I have over 25 years of experience, 10 of which have been in North America. The common factor in my employment history has been to bring lasting continuous improvements by:
my willingness to solve problems:
oinstalled a plant in China in a critical path, I modified a 400T gantry.
oImplemented SAP in 3 continents including 4000 users in a over 35 000 employees Company, on time, under budget and confirmed success over several years after go live.
oturned around a major cheese plant in the US with 8 years of continuous losses
oImproved operations in companies from low profitability and sales decline and transformed them to a 2 figure growth and profitability.
oManage performance and put in place supply chain kpi for over 30 plants.
implementing strategies, practices when they were at the cutting edge, bringing competitive advantage, which shows my conviction for change management and innovation with a purpose:
oLean Manufacturing, problem solving methods, 6 sigma, TOC
oInternational outsourcing, trained and multilingual
oSupply chain optimization, including outsourcing, warehousing and logistics optimization.
oWorld class quality systems, including SQF and BRC
oReliability oriented Maintenance Practices
oHuman Resources performance management practices, Change Management
oStrategic planning, sales and Operations planning to optimize inventory and cash flow needs
oManufacturing 4.0; product development.
This list is long and not exhaustive. I am a mentor, a coach, a team player, a great believer that knowledge brings accountability and ownership. Concentrating actions in root causes, and not on personnel errors, will reinforce the operations excellence culture from external or internal teams. Speaking several languages, with Canadian and European nationalities and experience in supply chain management in 4 Continents.
Hoping that these words, and enclosed resume, capture all of your attention. I look forward to meeting and discussing how what I have learned from experts in their fields, plus from my own professional experience, can make a positive impact on the organization.
P. Eng. MSC MBA
RAPHAEL GARCIA, P.Eng; MSC. Eng. MBA
An operations leader who improves processes and leads change! Decisive bilingual, team leader, persuasive communicator and creative problem solver. Extensive experience within organizational and operations development, project management, lean manufacturing, supply chain, ERP, continuous progress methods (lean, lean-sigma) in batch and continuous flow industries, where complete product traceability is part of performance (food, health, auto, aero industries) to improve financial results and create growth. Results oriented, consistent track record of improving bottom line by increasing efficiencies, planning reliability, maximizing employee productivity, reducing expenses by eliminating industrial wastes. Manages profit centres and projects on time and on budget. Mentors and coaches people to maximize performance at all levels of the organization.
RG SERVICES INTERNATIONAL (2018/08– present)
Free-lance developer and support to Operations
BAUD Industries (Auto industry mission) (08/2018 –09/2018)
Site/Country Director, MI. USA
Replaced previous Director after 2 years of continuous losses. Reduced cost by 20%; improved site efficiency,SMED, RCM, VSMStarted prospecting new potential clients; certified quality site.
Abzac Industries (05/2018 –07/2018)
Operations Director, USA-Canada
New position, improved quality processes and reduced time to manufacture, improved HR hiring process, worked in the conception of new products and new production line, modified all operational reports to reflect complete supply chain performance.
Flexipak Industries(food packaging) (2016 –05/2018)
CFO Supply Chain and HR Director,
Analyzed business data for past years to define operational KPI and business needs for 2 years to come, as a result the business plan and company management was more focused.
Implemented strategic planning, operational efficiency management systems, as a result operations and forecast were improved by at least 15%.
Reviewed complete supply chain model in order to optimize inventory levels, implement kanban systems with suppliers or customers when profitable, as a result kept the same cash flow needs and warehouse size at the same time as sales almost doubled, expanded our materials supply from Europe and Asia without increasing inventory levels.
Reviewed operational costing methods and developed continuous progress program: Production operators were more accountable and sales quoting more accurate.
Hired and coached engineers in new maintenance department. RCM, CMMS.
Improved inventory rotations, planning reliability, cash flow needs and working capital
Reviewed business plan and impulse sales growth to a 2 figure constant development
Drove monthly forecasts and operational/financial results as much as defining capital investment budgets, executive team was able to focus in common targets and action plans at the same time.
Reimplemented ERP and worked with mergers and acquisitions. Processes were improved, as a result 30% of administrative time was eliminated and information was available in almost real time for operations instead of a 3 month delay.
Duo Display North America (2013 –2015)
Managing Director, Operations
Review strategic planning, analyzed supply chain trends to build business plan, from suppliers, manufacturing capabilities to new sales segments.
In 2014 improved sales performances up to 45%, reorganizing sales segments, implementing sales and supply chain KPI within ERP and continued reducing costs in operations (OEE, lean, SCM, TPM, lean-6 sigma, ERP, improving resources planning and production reliability). Reviewed all safety procedures.
Managed teams based in Montreal, Toronto, Chicago and Mexico City in their mother tongues. Merged all entities into one culture. In charge of plant management.
Prepared business and strategic plans, turning around company in 6 months from 5% losses to 4% profitability by reducing debt, changing key positions, applying continuous improvement methods and reorganizing the company. RCM.
BDC CANADA (2009 – 2012)
Operational efficiency expert,
Improved performances or reduced costs from 15% up to 60%. (OEE, lean, SCM, TPM, lean-6 sigma, ERP, VSM, RCM) for industries such as food-processing, aeronautics, health industry. Reduced wastes, oriented operations to maximize profitability and redesign supply chain to reduce time to supply and cash flow needs, as much as increased profitability.
Prepared business and strategic plans for small and medium size businesses in order to help decision makers see if their ideas made sense and to know where to start and how to accomplish their projects
RG SERVICES INTERNATIONAL (2006 – 2008)
Professional Assignments Food industry
NATC – Industrial Director. Canada Dry mixes. 600 employees, 2 sites
Improved efficiency operations by 15% using the following strategies:
Reorganized production and scheduling.
Trained Plant manager and applied change management to increase production capacity (5s, lean 101, SMED, RCM) and reduce inventory needs.
Modified reporting in order to measure and reduce line efficiency losses. Installed a new plant and transferred products, reviewing complete supply chain organization.
SORRENTO Cheese – Deputy Plant Manager. USA Dairy products
Introduced lean manufacturing practices in 3 departments with 500 employees. 300 in packaging, and 200 employees in cheese making, resulting in returning the site to profitability after 8 years of continuous losses. Largest cheese plant of the Lactalis Group worldwide at the time.
MATERNE – General Manager FRANCE Marmalades and fruit industrial mixes
Developed new product segments and review client’s panel resulting in increased sales of 10%.
In charge of plant: increased productivity by 20%, reorganized multiple warehouses analyzing point of sale, customer trends and shelf life. Managed marmalade activity, including 350 people and full P&L. Analyzed processes and reorganized all functions in the company. SQF certification.
DANONE GROUP (2000-2005)
Industrial Director - SOTUBI Factory, Tunisia
Increased efficiency by 2% and improved equipment reliability by 10% using the following strategies:
Reorganized company’s performance. Plant operated with 1000 employees, 3 shifts 7 days a week. Three different technologies: biscuits, pastries and wafers; second largest plant of this type on the continent. 10 production managers including 4 engineers, 2 maintenance managers and 6 maintenance engineers, 12 production lines.
Manufacturing Improvement Assistant Director.
Improved 30 plants’ global performance by 4% using the following strategies:
Conceived and deployed operational information systems to implement and measure industrial key performance indicators.
Analyzed industrial processes in several plants in Europe, trained managers in best practices and change management achieving fast track improvements in factories. Reconfigured industrial and cost key performance indicators. Handpicked to build the new Danone production excellence system within the experts team
Plant Manager: LU, Evry, France,
Improved results from 71% up to 86% in 4 months. This was the only site worldwide (starting year 2001) at 90% efficiency average. ISO9002; ISO14000
PECHINEY GROUP (1997 –2000)
SAP Project Manager
All projects started on time resulting in 16% savings on budget. Implemented SAP worldwide for 4000 employees. Implemented Industrial Maintenance best practices
International Procurement Manager
Reduced between 18% to 40 % in project procurement costs. Managed worldwide sourcing suppliers and established international contracts concerning processing line furnaces, manufacturing equipment and its transportation.
BOUYGUES GROUP (Europe and Asia) (1991-1996)
All projects on time and on budget or improved.
Plant Installation: managed project, assisted the conception of cells for bridge segments, conceived and purchased hydraulic equipment, performed manufacturing follow up in China. Managed erection and testing on site in Hong Kong. Managed 160 people, 5 nationalities, including 4 Canadian engineers. 2 sites.
Structures: Designed and built equipment for construction sites in France and abroad. Managed 80 people, mainly for key projects such as bridges, tunnels, stadiums, convention centers.
Managed activity and organization of Bouygues Off-shore maintenance service contracts in refineries and chemical plants: established productivity indicators. Reduced annual costs by 15% (IS, TPM, AMDEC, SMED, SPC).
SERAM Paris, France (1988- 1991)
OPERATION Consultant Engineer
Improved operation costs from 5% up to 60%.
Analyzed materials and information circuits in companies to suggest methods or strategies to improve productivity with or without computer aid (CIM, MRP, SMED, QI, LEAN, SPC
English, French, Spanish, Italian, Portuguese: Oral and Written, basic German, Cantonese, and Arabic
International experience building and reinforcing professional teams. Team and coach oriented
AutoCAD, software concerning finite elements, CIM, MES, project management, data base, Excel, Word, SAP, JDE, Nethris, ADP, time clock HR management, Visual Basic, Pascal, C++, PL7 and SQL.
Masters in Engineering, ENSAM. Paris, France / MBA Dauphine University Paris, France
International Business Proficiency Certificate, in English. ENSAM. Paris, France
Impact HR: one year training in order to outperform HR process in SME. Emploi Québec.
Professional associations: ENSAM Paristech; Professional Maintenance Engineers ENSAM; Professional Supply Chain ENSAM Engineers, Dauphine, Order of Engineers of Quebec, Franco Genie Canada.