Customer Service Engineer
Resume:
Fernando Ortega
Troy, MI ****3
************@*******.***
Industrial Engineering/Warehousing/World Class Manufacturing
** ***** ** ********** ** the Automotive Industry on the NAFTA Region in Powertrain, Assembly, Supply Chain, and Components
Core Competencies
Industrial Engineering
Logistics
Lean Manufacturing
World Class Manufacturing
Project Management
Productivity Improvement
Methods and Process Optimization
Cost Reduction
Waste Elimination
Manpower Optimization
Material Handling
Staff Training
Consulting
Personnel Supervision
Leading Change
Problem Solving Analysis
Tasks On Budget and On Time
Innovative and Creative Solutions
Team Environment
ISO 9000/ISO 1400 Trained Auditor
Education
MBA, Finance Concentration Instituto Tecnologico y de Estudios Superiores de Monterrey, MX 1995
Bachelor's Degree, Industrial and Systems Engineering, Instituto Tecnologico y de Estudios Superiores de Monterrey 1989
Experience
11/2014 – Feb 2015 FIAT Chrysler Detroit, MI
Business Unit Leader/Mack Engine Plant
Direct the daily operation of the machining of blocks for the assembly of engines
Assign the necessary resources to the operations to ensure daily production volumes
Responsible for the safety and productivity of the department
Ensure the daily maintainability of all the equipment (45 Million equipment investment)
Participate on continuous improvement projects (equipment design, waste reduction, etc.)
Minimize finished & in process inventory
Train employees on World Class Mfg. methodology and tools
Implement WCM principles on the department
Ensure Quality specifications of the product are met
Keep cost at the lowest level while maintaining volumes and quality
Perform operational audits of the department
7/2013 – 11/2014
Pillar Lead – Early Equipment Management
Identify opportunities and initiate projects (1 mill.+) to improve/modify/redesign equipment
Train employees (salary and hourly) on World Class Manufacturing Techniques and tools: Kaizen, 5’s, 7 steps methodology, etc.
Create preventive maintenance activities for new equipment at the plant (currently launching machining and assembly lines)
Create and administrate maintenance databases at the plant
Sustain corporate operational audits for equipment at the plant
Benchmark other engine facilities on equipment maintenance practices
Track Overall Equipment Efficiency of machines (OEE, MTBF, Quality)
Completed 4 modules of the Harvard Management Mentor and 2 courses at the World Class Mfg. Academy this year
2/2011 – 6/2013 Chrysler LLC Center Line, MI
Industrial Engineering Manager/Mopar Division
Determine the proper levels of manpower (direct & indirect labor) for the operation of the Mopar distribution network in the NAFTA region
Fernando Ortega (resume continued)
Identify and lead implementation of productivity improvement initiatives through the network
Lead testing and selection of new equipment for the network operation (material handling vehicles/equipment, scanners, etc.)
Prepare projects for the acquisition of new equipment
Work station optimization layout, ergonomics and VA
Implement world class logistics principles
Train staff
Conduct efficiency and productivity studies and analysis
Participate in the preparation of the annual operational budget for the division
Forecast staff needs (hourly) for sales volumes scenarios
Manpower optimization
Warehousing and material flow improvement
Completed 9 courses of the Harvard Management Mentor training and 3 classes at the World Class mfg. Academy
1999 - 2011 Daimler Chrysler Corporation MI and Canada
5/2010 – 1/2011
Industrial Engineering Supervisor/Mack Avenue Engine/Complex, MI
Reduced manpower (direct & indirect labor)
Improved process cycle times and productivity
Implemented World Class Manufacturing principles on assembly lines
Reduced waste
Budgeted manpower
Led productivity teams
Re-balanced workloads on assembly & machining lines
Performed Times & Methods Studies
Implemented new procedures
Planned production volume changes for the complex (manpower, capacities, operation plans, timeframes, workloads, work station re-designs, etc.)
Kept documentation updated for quality audit certifications
Preparation for WCM audit
EHPU tracking, reporting & improvement
2003 - 2010
Industrial Engineer Staff Specialist/ Powertrain /Auburn Hills, MI
Implemented Lean Manufacturing Processes
Reduced manpower (direct & indirect labor)
Reduced cost and waste
Lead productivity teams
Re-balanced engine assembly lines
Implemented new methods & procedures
Performed productivity studies (times, process & methods)
Performed benchmarking studies
Collected & analyzed data
Improved process cycle time
Solved operations problems
1999 - 2002
Industrial Engineer/Trim & Axle/Ajax Manufacturing Plant/ Ontario, CA
Conducted workstation optimization workshops
Budgeted direct and indirect labor
Analyzed processes and identified opportunities to reduce non value added activities
Performed time studies and implemented new production standards
Audited ISO 9000 Quality and ISO 14000 Environmental Systems in the plant
Improved assembly methods
Improved process layout
Participated in process redesign
Participated in product changes implementation
Created and revised work standards
Participated on the implementation of a new business (axle)
Proposed improvements on equipment design
Benchmarked assembly plants in the U.S.A. and Canada Fernando Ortega (resume continued)
Reported weekly and monthly productivity to corporate
Updated constantly production information systems
Production Supervisor/Trim
Supervised unionized personnel
Balanced production lines
Implemented Just-in-Time system for material cutting operations
Participated in process redesign teams
Maintained, safety, quality requirements, delivery, cost and morale on the area
Participated in safety buy-offs of equipment
1998 – 1999 Ameriserve, Inc. Mexico
Reengineering Consultant
Analyzed and prepared process flow and interrelations chart for supplies inbound and outbound for distribution
Spearheaded re-engineering process for inbound and outbound operations and redesigned all core purchasing, customer service, receiving & shipping, inventory control, sanitary certification, and receivable & payable accounts activities
Led benchmarking to develop “best-in-class” strategies in the operation
Improved the overall process with an average reduction of 34% in non value added activities, re-process and control points redundancy
1996 - 1998 Aeromexpress Cargo Mexico
Project Consultant/Airline Cargo and Courier Division
Project 1
Re-established for the company the cargo operations at all the destination airports in the country, formerly given in cession to private dealers
Strategized project plans and coordinated activities, resources and personnel within the departments in the company
Audited operations at the principal airports. Assessed and acquired new
Cargo handling equipment
Redesigned and streamlined operating infrastructure in 40 branches and consolidated administrative regional functions
Elaborated procedures manuals and trained employees (salary and hourly)
Project 2
Improved customer service and operations at the International Airport in Mexico City
Designed innovative workflow planning and prioritized strategies, resulting in over 30% improvement in customer service time and reliability, including queuing studies and time studies
Directed over $1 million in capital projects and equipment acquisition to automate operations in the warehouse
Provided high-level administrative support to the CEO
Project 3
Opened new branches in Mexico City metropolitan area and the nearby cities.
Evaluated project: strategy, market & financial analysis and legal requirements
Defined logistics and equipment resources for the operation
Elaborated methods &procedures manual and trained employees
1990 - 1996 General Motors of Mexico Mexico
1995 – 1996
Material Handling Consultant/Silao Assembly Plant
Designed & implemented new lay-out for trim and std. parts
Improved Kanban materials supply system on chassis area
Implemented controls for material handling operations
Trained employees
1995
Material Handling Engineer/Mexico City Assembly Plant
Evaluated projects and acquired new material handling equipment
Coordinated 1995 annual physical inventory
Budgeted man power and resources for material handling operations
Supported Kanban systems for materials supply
Coordinated productivity improvement projects
Coordinated activities for plant closure for the materials department
Responded to operations audits
Audited and improved material handling operations Fernando Ortega (resume continued)
1994
Packaging Engineer/Mexico City Assembly Plant
Designed, tested and improved materials containers
Planned logistics for returnable containers (Domestic and International)
Coordinated container inventories
Updated packaging procedures and manuals
Recovered material damage charges from domestic and foreign suppliers
Performed root-cause analysis on materials damages and solved causes
1994
Material Handling Engineer Assistant/Mexico City Assembly Plant
Implemented three new Just-in-Time subassembly areas
Redesigned main warehouse lay-out, improved resources utilization and response time to internal customers
Performed initial impact study for the introduction of a new model
Evaluated and acquired new computer equipment for the department
Initialized and verified parameters in the corporate materials system
1993 – 1994
Cyclical Count Supervisor/Mexico City Assembly Plant
Supervised 14 unionized workers
Maintained reliable record balances
Reduced obsolete materials by 35%
Reduced transportation charges by 22%
Achieved the lowest shortages of materials in 1994 built-out
Audited materials during receiving, storage and handling
Investigated and corrected discrepancies on materials balances
Corrected materials misuse at the assembly line and on specifications
1991 - 1993
Materials Receiving Supervisor/Mexico City Assembly Plant
Received materials from Domestic and International suppliers
Prioritized, supervised, and controlled materials reception
Supervised 10 union workers
Improved procedures manual
Increased productivity with new methods
Reduced one shift of receiving operations (from 24 Hrs. operation) through improvement
Supervised shipment of environmental controlled materials
Shipped returnable containers to suppliers
Delivered materials throughout the plant
1990 - 1991
Material Handling Supervisor/Body-shop
Supervised delivery of materials to the assembly line
Managed inventory of 435 part numbers
Supervised 14 unionized workers
Designed and implemented new lay-outs
Implemented kanban systems for materials supply to the assembly lines
Reduced inventory levels (from 10 days to 12 hrs)
Maintained excellent inventory rotation
1990
Material Handling Assistant
Presented material handling operations to the President of General Motors of Mexico
Evaluated projects for equipment acquisition
Updated material handling jobs description
Computer Skills
MS Office
Project
Visio
GPSS, AUTOCAD
References available upon request
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