Manager Engineer

** ******* ****** *******, ** L*B *G*

E: *************@*****.*** P: 416-***-****

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Production Manager

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16+ years’ experience working as an Operations Manager and Industrial Engineer in ISO

9001 and 14001 Certified Manufacturing industr ies. Develop innovative and profitable capital

p roject solutions with a significant impact to business success and the implementation of

g rowth strategies.

Key Competencies & Tools

Operations Management P roject Management Continuous Improvement Process

M apping

Process Efficiency Lean Manufacturing Six Sigma Methodology Value Stream Mapping

T echnical Proficiency

M icrosoft Projects Microsoft Office Applications - JD Edwards AutoCAD Visio

M initab

H IGHL IGHTED

ACH I EVE M E N TS

Delivered 41% RO I in 2.5 years and curbed lead time from 36 to 12 hours t hat

i ncluded specific Training Plans and Evaluation Reporting. Int roduced new equipment,

economic practices, and a revamped ordering and quality t racking system that reduced

l abour by 35% and saved $595K.

Developed 50% RO I in 2 years a nd an overall savings of over $106K, incorporating a

l abour efficiency worth $70K. Isolated problems areas that lead to the elimination of

overproduction and streamlined information f low, thus dropping scrap by approx. $35K.

Led high-impact Kaizen strategies and process improvement plans, seeing a 46%

recovery in Press Mylar belt changes and a savings of $10K/year. Tracked t imelines and

costs to ensure adherence with project plans, documentation, and reporting, as well as

quickly addressing deviations.

Generated a 12% advantage in labour efficiency equaling $200K by revising quality

specifications and inspection procedures. Revealed 60% overconsumption of materials and

bottleneck issues with a resolution of $320K in savings annually.

PROFESSIONAL

E XPERT ISE

26 Cardrew Street Markham, ON L6B 1G2

E: *************@*****.*** P: 416-***-****

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Production Manager

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OPERAT IO NS MANAGER,

November 2005 - December 2014

M A N UFACTUR I NG

Toronto, Ontario

K noll North America Corporation

Served as “Change Agent” and Project Leader, employing FMEA development, Six-Sigma and

Lean methodologies that strengthened processes and systems, enhanced client fulfilment,

reduced costs, and resolved quality control challenges in all aspects of the business. Oversaw

4 departments with 12 direct reports and 95 indirect diverse team members.

Strategized plans for the manufacturing unit, specifically generating business cases

related to process improvement objectives. Delivered projects according to established

scope, cost and t imelines, with high standards that meet stakeholder expectations and

organizational standards.

Provided leadership for daily plant operations w ith a budget of $1.4MM. F unctioned

as Champion of Quality while working alongside the Quality Department to share

manufacturing expertise, problem solve, forecast possible failures and outline elements of

excellence.

Analyzed and embedded sustainable development opportunities to drive operational

robustness and customer satisfaction. Conducted F MEA that resulted in a d ecrease in lead

t ime to customers by 20% and cut scrap errors by 10% year over year .

Challenged improvement areas and KP I’s, involving the analysis of Pareto charts and

conducting a Kaizen event to uncover non-value added activities. Achieved a 20% change in

OEE, and a 15% alleviation from delays within the Veneer department and 10% in press

cycle count for process lines.

Designed lean factory initiatives and value stream advancements i n collaboration

w ith senior leaders, including penetrating the status quo and recognizing areas for

p rogression. Mapped the entire process for semi-automated equipment bringing about a

35% shrinkage in labour.

Identified and developed high level action plans based upon Hoshin Scorecard i n

order to monitor and improve in the areas of safety, quality, productivity performance and

morale. Succeeded with a Green scorecard within 2 years of program initiation.

Implemented Total Productive Maintenance program to build efficiency of staff, work

space and equipment, as well as limit frequency of unscheduled downtime. Established

26 Cardrew Street Markham, ON L6B 1G2

E: *************@*****.*** P: 416-***-****

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Production Manager

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employee ownership and safety protocols with clear t raining and execution measures (i.e.

K aizen and Value Stream Mapping) .

Expanded performance benchmarks and t raining modules i n collaboration with

p rocess owners, including new labour f lex model for Cutting, Veneer and Press

Departments. Facilitated learning plans related to safety, accident prevention, waste

m inimization, compliance and company standards.

MA N UFACTUR I NG ENG I N EER October 2001 - November 2005

Toronto, Ontario

K noll North America Corporation

Maintained Engineering responsibility for new capital projects with a strong emphasis on

efficiency and profitability by incorporating innovative process plans. Designed, sized, and

sourced equipment, as well as implemented control strategies to reduce the process cycle,

boost productivity, and minimize costs.

Championed lean principles and systems throughout the organization. A pplied tool

shadow boards for all equipment, led 5S and waste identification teams, and reduced “work

i n process” inventory within the Cutting department by 50%.

Supplied engineering solutions to rapid response items, proactively t roubleshooting,

p roblem solving and utilizing root cause failure analysis methods. Condensed overall

weight of work surfaces by 25%, working cross functionally to identify product and process

development options.

Delivered an annual labour savings of $103k and $160k, respectively t r imming

overtime by 11% and eliminating manual processes via semi-automated machines.

I ncreased cutting capacity by 35% and enabled a veneer crack scrap cost recovery of $259K.

I n itiated working groups to address complex customer requirements, i ncluding the

execution of new technology related to work order accuracy and access. Collaborated as a

team to steer process improvements and integration with a yearly estimated savings of

$125K.

Gained a 14% increase in production by cutting cycle times and eliminating product

changeover delays. Led a fur ther positive environmental impact by decreasing

formaldehyde emissions on furniture overall.

July 1991 - November 2001

PLA N T ENG I N EER

26 Cardrew Street Markham, ON L6B 1G2

E: *************@*****.*** P: 416-***-****

J OE VALENC IA LinkedIn:

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Production Manager

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Global Office Fu rniture, Expert Tables I nc. Concord, Ontario

Provided support in the areas of plant coordination and project management including the

modification of existing equipment and efficiency. Oversaw the integration of teams of

engineers and technicians to work on common projects in compliance with organizational and

regulatory standards.

Liaised with Plant Manager during plant expansion, i ncluding monitoring

p roductivity, isolating best practices and hir ing 30 machining personnel. Designed new

manufacturing facility and ergonomic workstations for the assembly of Case Good L ines

using AutoCAD.

Optimized quality and tightened preventative maintenance schedule for all

machines. D etermined materials and equipment needed for projects, and t racked work

orders and change work order forms, notifying key parties of project hindrances and

m ilestones.

Additional Work Experience:

I ndustrial Engineer, Raywal Kitchens - M arkham, Ontario November 1998 - July 1999

I ndustrial Engineer, Kawneer I nc. - Scarborough, Ontario June 1998 - November 1998

ED UCAT IO N &

T RA I N I NG

Ryerson Polytechnic U niversity - B achelor of I ndustrial Engineering. Toronto,

O ntario 1998

Licensing: P rofessional Engineer L icense (expected 2015)

Professional Development in Progress: U OIT Masters Certificate In Project and Portfolio

M anagement - Bay 3000 Project Management Inc.; and Lean Six Sigma Green Belt

Certification Program - eZsigma Group.

26 Cardrew Street Markham, ON L6B 1G2

E: *************@*****.*** P: 416-***-****

J OE VALENC IA LinkedIn:

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Production Manager

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Professional Development Completed: Leadership Development, DDI Inc.; Management

Course, Schulich School of Business; Hoshin Strategic Planning Model for Supply Chain;

F ront Line Leadership Program, HPS Inc.; Demand Flow Technology, JCIT Inc.

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