Customer Service Project Manager
Resume:
Jos Escobedo
El Paso Texas 79912 *************@*******.***
PROFESSIONAL PROFILE
A highly effective Operations Executive who meets challenges head-on and
creates positive change. A proven leader with a record of success setting
strategic direction; executing to plan; starting-up operations; identifying
inefficiencies, fine tuning operations; and leading organizations to
achieve outstanding results through employee development and process
redesign. More than nineteen years of manufacturing management experience
includes:
Lean Manufacturing / Six Sigma - Green Belt Performance Metrics
Kaizen
Multi-Site Operations Blow Molding / Vacuum Forming Employee Training /
Coaching
Site Transfers / Plant Design / Layout Equipment Optimization
Start-ups
Toyota Production System Process Design and Automation ISO/TQM
Productivity Improvement Injection Molding Quality Management
Budgets and Forecasts Consumer Goods Industry Sample Validation
Turnaround Operations Process Engineering / High Volume Production
Troubleshooting
EMPLOYMENT HISTORY
CALLAWAY GOLF, Carlsbad, CA 2008-2013
Director of Mexican Operations
Ex-Pat assignment to lead the transfer of two manufacturing sites located
in different parts of the country, to Monterrey, M xico. Project is
enabling Callaway Golf to become a more profitable operation worldwide and
by any standard, is the most efficient and cost effective golf club
manufacturer worldwide for any brand. Areas of responsibility include:
Manufacturing, Engineering, Quality, R&D, Facilities, IT, HR, Finance, and
Supply Chain, with a total headcount of 450 people.
. Surpassing planned goals. All operational metrics, including Safety,
Quality, Productivity, On-Time-Delivery and Attainment have been
exceeded. All departments have a disciplined work methodology;
adequate KPI's and clear specifications to do their job. Result:
Monterrey Plant is generating 25% more of savings than expected,
measured against the budget. The $23 MM projected savings will be
reached 18 months earlier.
. Negotiation of Government incentives. Result: Obtained 500% more in
incentive dollars, from $400K projected to more than $2M, by
incorporating all types of investments allowed by law with a pro-
positive and effective lobbying with authorities.
. Transformation of the layout to lean "U-cells. Result: Improved all
the KPI's drastically, WIP was reduced by 77% and lead time by 43%.
On the other hand efficiency improved by 70% maximizing our savings by
$500k more.
Director of Manufacturing and Engineering
In charge of the Manufacturing plant in Carlsbad, CA, this site was
responsible of 40% of the total volume sold by the company globally.
. Substantial dollar savings in the operation. Plant lacked
manufacturing, engineering, quality, warehouse systems required for a
strong operation. Involved people from many areas to create controls,
reports, information flow, updates to the computer systems and many
other activities to create the right operational platform. Result:
Savings of more than $8M in the last 2.5 years.
. Created the Continuous Improvement system of the company. Result: A
very solid platform for a lead operation was created, boosting results
in the operation in all areas, safety, quality, customer service,
efficiency, attainment, cost per unit, etc.
Jos Escobedo Page Two
IGLOO PRODUCTS CORPORATION, Houston, TX 2004-2008
Operations Manager
Directed the efforts of a staff of 800 workers, in the blow molding,
assembly and vacuum forming operations. Facility is a high-volume, 24/7
plant. Reported directly to the Director of operations and responsible for
an operating budget of approximately $35M.
. Implemented standardized operating procedures (Assembly, Vacuum
Forming, Blow Molding) at two production plants. Result: Improved
efficiency from 86% to 102%, runtime from 67% to 89%, and reduced
accidents by 38%.
. Implemented a waste/scrap reduction program. Result: Reduced the
amount of scrapped material to $200K under budget, despite higher
levels of production.
. Instituted a gain sharing program for all hourly employees. Result:
Savings of $950K in the first six months of operation.
YAZAKI CORPORATION, El Paso, TX 1999-2004
Manager, Molding Production Department
Managed the Molding and Assembly operations which consisted of 40 injection
molding machines, 15 assembly lines, 250 molding tools, a stamping press, 6
stamping dies and 200 employees.
. Led the team to overall productivity and customer service
improvements. Result: Created the right synergies with employees, to
promote a faster throughput, thus enabling a faster response to
customers in terms of 99% OTD, and reduction of defects to eppm's
below 100.
Manager, Engineering and Sample Validation Department
Led the Quality Lab and tested connectors and electrical components for the
automobile industry.
. Standardized layout inspections. Developed and implemented computer
programs that helped inspectors speed up the connector verification
process. Result: Response time was reduced from an average of 21 days,
to 6.3 days, an improvement of 70%.
Engineering Supervisor
Managed the Engineering team supporting the production/assembly area.
. Established a "Toyota Production System" process. Led the efforts to
implement the TPS, in the cell that fabricated the most important
connector made for Toyota. Result: On-time delivery improved from 64
to 23 days, streamlined the process and achieved a reduction of
process waste, saving $187K in the first year due to cost of quality
and labor reductions.
Process Engineer
. Reduced wire scrap. Result: Cable scrap was eliminated entirely,
saving $173K a year.
JOHNSON CONTROLS, INC., Ju rez, 1998-1999
M xico
Engineering and Quality Superintendent
Customer contact point on quality issues and managed the internal quality
effort.
. Negotiated the elimination of five inspection warehouses. Result:
Achieved the quality level and closed the warehouses, saving $185k per
year.
. Improved production plant quality. Result: Reject parts per million
(rppm) were reduced from 5,000 to 800 rppm.
. Reduced scrap created by the production of leather seat covers.
Result: Scrap reduced by $93K in 10 months.
Jos Escobedo Page Three
INSTITUTO MUNICIPAL DE INVESTIGACION PLANEACION, Ju rez, M xico 1993-199
8
Research Coordinator
Project manager for the development and deployment of an automated urban
information system.
. Developed a Geographic Information System (GIS) for the City of
Ju rez, M xico. Result: Improvement of the urban planning / decision
making process for the Mayor, Department Heads and Directors to enable
more efficient infrastructure management.
CHRYSLER CORPORATION, Ju rez, M xico 1991-1993
Industrial Engineer
Led the Quality Implementation Program and the Quality Improvement Process.
. Facilitated Lean Manufacturing Training. Result: 1,300 employees were
trained the first year and a "Quality Improvement Process" (QIP) was
formally launched at this facility.
. Converted sewing lines to cells. Result: Efficiency improved from 89%
to 98% and scrap levels were reduced by 14%.
SIEMENS CORPORATION, Ju rez, M xico 1990-1991
Mechanical Engineer
In charge of the machine shop for the plant, responsible of supplying jigs,
fixtures and spare parts to Production and Engineering departments.
. Re-engineered the operating structure and service for internal
customers for a faster response. Result: Production process was
interrupted less with all actions taken inside the machine shop.
EDUCATION
BS, Industrial Engineering
Ju rez Technological Institute, Ju rez, M xico
CITIZENSHIP
Dual citizenship, U.S.A. and M xico.
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