Plant Manager

Antonio E. Lopez

*/**/****

Cell – 567-***-****

Email – *********.**@*****.***

Objective

The objectives that I have as a manager are to construct a team based work environment that

trusts and respects me. I plan to accomplish this by respecting all employees and staff as well as treating

them fairly. I am a very conscious person when it comes to safety. I want everyone to go home the way

they came to work for me every day. Quality and productivity are the key elements to success in any

industry. In order to compete in any industry you must constantly continue to improve. I make this a focus

point for all of my employees. With these focus points it is possible to make it through the mistakes and

shortfalls to make the company and all of the employees safe, knowledgeable and successful.

CAREER HISTORY

LCAS – Lorain County Automotive Systems (sister company of Camaco) – Elyria, OH

7/21/14 - Current

Plant

Manager - New company formed to perform assembly operations for Camaco Lorain due to space

constraints, high costs, systemic quality issues and low efficiencies. Responsible for ALL departments of

operations in facility (Production, Quality, HR, Safety, Maint, Engineering etc)

• Responsible for all daily Plant Productivity and activities associated with

225 Hourly Employees

o

• Start up of new plant to accommodate 7 assembly lines

Start up time line – 3 months in full

o

• Show/Improve productivity through the following

Increase throughput on all cells

o

Takt boards

Scrap walks

5S walks

Shift meetings (start up SQDCM)

Reduce scrap (scrap started at 6% of sales and reduced to <1% of sales)

o

Train current supervisors to understand and deliver the expectations

o

Create a training program for leads to become more independent

o

• Transition of transfer business strained quality effectiveness greatly

First 3 months after transfer customer concerns and third party sorts grew

o

Sort charges reached $1 million/month

• Customer Satisfaction low

• Moral low

“Operation Quality Culture Change” was implemented by LCAS team with turnaround in

o

less than 30days to no customer concerns or sorts and confidence building.

• Report directly to VPO

Camaco-Lorain,OH 3/21/14 –

7/21/14

Plant Superintendent – Vertically integrated (steel stamping, frame welding, e-coat, assembly etc)

automotive seat frame manufacturing where responsible for entire plant on 2nd and 3rd shifts. This includes

all aspects of production including maintenance, quality, MRO and labs.

• Responsible for approx 450 hourly employees (direct and indirect) as well as 8 salary individuals

• Responsible for the improvement of production deliverables

Increase throughput on all cells

o

Takt boards

Scrap walks

5S walks

Shift meetings (start up SQDCM)

Reduce scrap

o

Train current supervisors to understand and deliver the expectations

o

Create a training program for leads to become more independent

o

• Working with VP of Operations to get all shifts on same level of efficiency

• Reduce OT through all areas described above

• PLEX system

Riddell-Easton Bell Sports –Elyria,OH 7/26/10 –

3/21/14

Senior Production Supervisor – Reconditioning/Paint – Responsible for 7 departments, 2 shifts of

operations for football, baseball and misc reconditioning. Also responsible for the paint department that

supplies reconditioning and new equipment production.

• Sap system

• Lotus Notes

• Daily production review at start of shift to configure the day based on sales and restraints.

• Implemented 5S initiatives in facility – this was not a part of the previous culture

• Implemented Pace/takt boards

• Developed charts and graphs to track daily numbers, rework, daily hours earned vs actual

as well as rework cost (both material and wages)

• Part of a group that initiated the use of SAP routings to allow us to determine the

financial win/loss based on hours earned vs actual on a daily basis

• Constant analysis to reduce head count which has among other things allowed the

company to move into and stay in the black financially

• Responsible for the main areas of profitability in production (repair & paint)

• Reduction of repaints/rework from 5.46% to 1.54%

Previous low % - 2.4%

o

• Maintain Paint Supply budget

Site Safety Coordinator – Responsible for entire plant safety through corporate safety director. Example

of areas overseen – PPE introduction, PPE usage, injuries, lost time injuries, Ergo grants through state etc

• Responsible for site safety metrics

• Responsible for PPE initiative – PPE was not a part of the culture previously

• Leading the initiative “Safety is ALL of our responsibilities”

IAC Corporation – Huron, OH 04/07-

7/23/10

Plant Superintendent – Responsible for 3 shifts of operations (that include extrusion, compounding and

form/foam insulators) that are direct tier 1 supplier to GM, Ford, Chrysler and Mitsubishi as well as tier 2

supplier for Nissan and Mercedes. Also involved in the other 2 manufacturing departments within the

plant.

• Responsible for the launch of a 2 million dollar start up vertical integration process

1. Supply 3 plants inside the IAC organization with EVA

2. Supply internal material for acoustical components

3. Supply TPO internally through this launch process – with total of 23 million pounds/year

4. Supply TPO to other plants within IAC

5. Worked on 2011 RT (Chrysler Town & Country/Dodge Caravan) launch, this required 7

million pounds of production (TPO)

6. Worked on 2011 PM/MK launch. This required 4 million pounds of production

• Responsible for all operational, quality, engineering and material (scheduling) situations and

decisions

• Monitor, evaluate and give direction to 6 salary employees who are responsible for 150 UAW

employees collectively

• Objective as “Superintendent” is lead the operations in the direction towards 100% quality, 0%

overtime and 0 missed shipments

• Reduced scrap from 5% of sales to 1.6%

• Reduced $10,000/week in overtime to $0/week in overtime while meeting all customer

requirements

• Participate and lead operational meetings and system evaluations daily : Fast Response,

Accountability, UAW/Management meetings, Plant Scrap, Plant Labor, Plant OT, Daily Recap

and Assessment for next 24 hrs, Floor Process Walks

• Involved in Kaizens to improve designated aspects of the floor

• IAC Kaizen college certified

• Green Belt Certified (project reduced scrap in department on individual product line by 10% -

Color Change)

• Involved in 3 million dollar/year cost save for department

• Through regrind usage of 30,000+ pounds daily saved 2.1 million dollars in 2009

• QAD certified – inventory, scheduling and shipping system

Lear Corporation – Huron,OH 04/06 – 04/07

Shift/Plant Superintendent – Ensure that all departments within the plant are running efficiently and

getting all support groups that are needed on respected shifts

• Seven supervisors that directly report to me. Responsible for all aspects of the operation of the

plant on 3rd shift including but not limited to operations (injection molding, assembly and

acoustics) maintenance, shipping/receiving and quality.

• Report directly to the assistant Plant Manager

• Daily meeting in which operations, materials, technical services and the plant manager meet to

discuss the next 24 hr plan

• Communicate meeting items to all other shifts to be executed as planned

Lear Corporation – Huron, OH 06/05 – 04/06

Production Supervisor – Run 3 assembly lines (1 ILVS) and a paint line then changed departments to

injections molding processes.

• Supervised 30-40 UAW operators

• Supervise and coordinate 38 injection molding presses to a daily schedule to meet customer

demand

• Took on responsibilities as Lead Supervisor

• Organized the direction of the floor as well as being the direct link to the materials department

from the operations floor

MagReTech Inc – Bellevue, OH 9/97 – 06/05

Production Supervisor – Maintain production, maintenance, shipping, laboratory and quality areas

• Tier 3 supplier to Chrysler for die cast magnesium products

• Ensuring all paperwork is complete and all information is transferred to a batch by batch sheet

• Coordinated repairs and preventive maintenance as compared to the production schedule

• Analyzed all material samples by way of a Spectrometer

Skills

• DUPONT STOP SAFETY TRAINING

• 5S

• GREEN BELT CERTIFIED

• KAIZEN COLLEGE

• QAD

• SAP

• LOTUS NOTES

• PLEX

• QS/TS SYSTEMS

• OSHA 10 HOUR CERTIFICATION

School

• Fremont SJCC High School – Graduated

• AIU – 1 year – Business Administration

Contacts

Larry Crnobrnja – 440-***-****

Email – **********@*****.***

Joe Cannon – 330-***-****

Email – ******@***.***

DeSoto Clark – 281-***-****

Email – ***********@***.***

Contact this candidate