Manager Management

Peter Rodriguez

*** ****** ***, ************, ** 248-***-**** ********@*****.***

Professional Profile

~ Overall career cost savings over 12.24 Million Dollars/Annually utilizing expertise in lean manufacturing, kepner

Trego, and six sigma techniques.

~ Experience in managing the improvement of P&L in critical facilities with initial losses exceeding 20 Million Dollars/

Annually.

~ Experience in program management through the launch of an $8M exterior automotive trim program.

~ Documented record of developing, Value Analysis/Value Engineering, driving large scale cost savings of $1.9

Million Dollars.

~ Implementation of key engineering and planning systems such as capacity/ manning analysis, and MODAPTS/

standard rates.

~ Creation of new product launch system to help reduce plant floor downtime by 25% and foster successful

launches of new products with yields above 95%.

~ Utilized as a critical part in the launch of a new company wide MRP system (Oracle EBS) with my focus being

manufacturing floor implementation.

Relevant Work Experience:

Faurecia Feb, 2014– Present

Autonomous Production Unit Manager (Operations Manager)

• Lead production and improvement activities/ Key Process Indicators for JIT Instrument panel line value stream (Foam In Place

until Final Assembly).

• Responsible for P and L improvement of JIT Instrument Panel Line Value Stream.

• Responsible for 150 direct employees.

Faurecia Excellence System Regional Manager (Sr. FES Specialist)

• Responsibility over continuous improvement initiatives of two facilities exceeding $600 M/ annual sales.

• Implementation of warehouse and production control and logistic systems.

• Lead labor reduction project yielding 2.5 M/ annual savings.

• Key member in the improvement and facilitation of Faurecia Excellence System.

• Indirectly managed 3 Faurecia Excellence System Managers across two facilities.

Johnson Controls Inc, McCalla, AL/ Romulus, MI May, 2012– Feb, 2014

Regional Continuous Improvement Manager

• Implemented On-Boarding process for plant Continuous Improvement Managers and Black Belts.

• Facilitated Top 5 Cost of Poor Quality activities for 6 plants.

o Improvement of Cost of Poor Quality from $20 Million/ Annually to $12 Million/Annually across 5 facilities with sales over

$500 Million dollars combined.

• Responsibility over six facilities with focus on manufacturing systems implementation, and KPI improvement.

• Facilitated regional cost savings activities:

o Monthly Goal: 1.33M/ Month

o

Average Actual: 1.86M/ Month

Continuous Improvement Manager

• Lead daily tasks and direction of 1 black belt, 1 lean implementer, and 2 special projects employees to support plant

improvements, monthly cost savings goals and visual management projects.

• Facilitated cost savings activities:

o Monthly Goal: 216K/ Month

o Average Actual: 239K/ Month

• Key member in improving machine utilization (O.E.E) from 39% to 75%. Accomplished through focus on escalation of issues,

enhanced start up procedures, cycle time reductions, and quick changeover events.

• Key member in improving scrap % of sales from 8.5% to 4.49%.

• Key member in the improvement of JCIM System audits

o Business Operating Systems score improvement from 451 to 661

o Johnson Controls Manufacturing Systems score improvement from 7% to 87%

• Key member in implementation of new layered process audit system for facility focused on product and process focused audits.

• System and Process Implementations:

o MODAPTS labor saving tracking and implementation of MODAPTS kaizen event.

o Scrap procedure with smaller scrap totes to force escalation.

o Priority run boards, and a mold change tracking board for enhanced molding communication and escalation activities.

o Set-up and Implemented Assembly O.E.E (Machine Utilization) on all assemblies.

o Implemented daily 5S check lists for cleaning and organization of work cells.

o Value Stream Mapping boards focusing on top projects within the plant to show opportunities.

o TPM check sheets to allow for better preventative measures against equipment failures.

o CI Project management system to better utilize special projects employees on visual management projects.

o Facilitator of glide path improvement of all KPI’s(Scrap, Labor Efficiency, Containment, Prem Freight, RPPM)

Consolidated Metco, Bryson City, NC October, 2011– April, 2012

Continuous Improvement Manager

• Directly managed two engineering technicians while indirectly managing two manufacturing engineers.

• Key member in TS recertification.

• Lead many cross functional kaizen events and “train the trainer” events yielding significant cost and space savings.

• Key member in launch of two new dash platforms for Peterbilt and Kenworth OEM’s.

WKW Erbsloeh North America, Pell City, AL October, 2010 – October, 2011

Program Manager- General Motors

• Key member in the launch of the company’s first global program with a supply chain spanning three regions.

o Management of Buick Verano aluminum trim components yielding in $8 million dollars in sales revenue annually.

o Coordinated teams from engineering, quality, manufacturing, design, tooling, and purchasing in common purpose of

maximizing profitability of program during launch.

Manufacturing Engineer

• Key team leader in Coordination of cross functional team from engineering, maintenance, logistics, and manufacturing in the

transfer of $800K of capital assembly equipment to an off-site production facility and off site shipping warehouse.

• Developed capacity management tool in excel to manage monthly and yearly capacity.

• Developed labor management tool in excel to improve manning efficiency.

o Savings of $60K/year.

• Lead a cross functional team in the improvement of newly launched program with many launch issues.

o Reduced defective products by 45% through use of six sigma/DMAIC principles.

• Worked with supplier to improve manufacturing processes.

• Improved productivity of supplier production line by 15%.

o Through reduction of defective products and improved relations with customer’s containment reduction and cost

savings of $240,000 annually was achieved.

Gentex Corporation, Zeeland, MI May, 2007–September, 2010

Industrial Engineer

• Utilized as a critical part in the launch of a new company wide MRP system (Oracle EBS) with my focus being manufacturing

floor implementation.

• Used lean manufacturing techniques to improve manpower efficiency and lower inventory levels plant wide.

o Lead multi-functional kaizen group to implement cost saving project with savings over $300k.

• Supervised and managed a shift consolidation project resulting in an annual savings of $4 million dollars.

o Lead cross-functional team of 8 people in line moves, machinery changes, and worked with scheduling to better level

scheduling techniques to accommodate shift consolidation.

• Implementation of level scheduling methods for an annual savings of $500K dollars.

• Organized and supervised the launch of new mirror platforms with multiple OEM’s (Ford, GM) with an emphasis on plant floor

implementation.

o Successfully launched 5 different platform mirrors with yields of 90% and efficiency of 95%.

Technical Team Leader (Supervisor)

• Managed a team of 20 people with the common purpose of a lean quality production.

• Trouble shooting equipment problems trying to eliminate downtime.

Training/Knowledge

• 3D Design Programs (Solid Works, Catia)

• AutoCAD

• Microsoft Applications (PowerPoint, Excel, Word)

• Microsoft Visio applications.

• MRP Systems Knowledge: Oracle EBS, SAP, MFG Pro

• Kepner Traego Problem Solving- Certified. Through Johnson Controls.

• Red X Problem Solving: Trained through Johnson Controls.

• MODAPTS(MODular arrangement of predetermined time standards)- Certified through Johnson Controls.

• Lean Manufacturing- Certified. Through Lear Corp and Johnson Controls.

• Six Sigma Green Belt- Certified. Through Johnson Controls

• Six Sigma Black Belt- Trained. Through Johnson Controls

• PFMEA/Control Plan Certified through Ford Motor Co.

Education:

Troy University, Troy, AL Aug, 2010- December, 2012

Master of Business Administration

Concentration in General Management

Central Michigan University, Mt. Pleasant, MI Aug, 2003-

May, 2008

Bachelor of Science of Industrial Technology Management

Concentration in Manufacturing/Production

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