Director of Operations

JAMES CARRILLO

§ Lakewood, CO § 303-***-**** § *.****@*******.***

OPERATIONS MANAGER

Strategic and principled Manager with 15 years of relentless pursuit of success focused on building organizational trust, aligning towards a common vision, continually improving business processes, and developing core technology. Proven results in leading continuous improvements such as, yield increases, gross margin, lead time reduction, sustaining processes, and standardization improvements by organizing teams to improve performance, and inspiring people to effect change.

CORE COMPETENCIES / SKILLS

Leadership & Empowerment

Cost Reductions/Controls

Safety / OSHA

Growth Strategy

Quality Management

Gross Margin Improvement

Organizational Change

Lean Implementation

Cost Structure Management

Customer Partnership

Key Performance Metrics

ERP / MRP Systems

PROFESSIONAL EXPERIENCE

CIRCLE GRAPHICS 2013 – Present

$100 million producer of grand and large-format digital graphics. Industry leader of products for outdoor advertising, business signage, and art reproduction.

Director of Operations, Engineering

Responsible for managing all aspects of the Commercial Digital Products division of a high volume printing and assembly facility. Direct all manufacturing and engineering activities associated with this division. Implement and review cost reductions; lead daily management/sales tier meetings; manage continuous improvements and efficiencies of the overall production process. Other responsibilities include P & L accountability, review capital expenditures, maintain budget and performance, adhere to OSHA safety regulations, quality, and drive lean improvements.

Key Results

Decreased overtime from 30% to 7% through process vision and lean processes

Increased on time delivery from 75% to 97% by continuous improvements within the manufacturing process

Increased daily production volume from 1,200 units daily to 5,000 by implementing standard operating process and lean improvements.

Decreased overall safety recordable incidents by added awareness and training of production management and employees.

Implemented consolidation shipping process, saved $150k annually

Reduced overall manufacturing cost by 30% by introducing lean principles.

Established bi-weekly yield meetings to scrutinize low yields, highlight production successes, and closely examined several low yield products.

RESEARCH ELECTRO-OPTICS, INC. 2000 – 2012

$40 million manufacture of high precision thin film coatings, optics, and optomechanical assemblies for the semiconductor, aerospace & defense, laser, materials processing, and biotechnology industries.

Operations & Product Line Manager, Ring Laser Gyroscope (2008 – 2012)

Managed the Ring Laser Gyroscope area to transfer development to manufacturing, and ramped production to high volumes. Reviewed capacity plan, daily schedules, and partnered with sales to increase customer relations. Provided direction, leadership, and prioritization to production management and control groups. Managed 45+ engineers, supervisors and technicians.

James Carrillo, Professional Experience.. Continued

Key Results

Introduced strategic vision for process standardization, defined the roles, responsibilities, and standard work-day for my staff.

Targeted capital equipment, technology, and people investments to increase revenue 15%.

Implemented key company technologies to standardize and reduce rework rate from 70% to 15%.

Reduced overtime from 20% weekly to 7% by the implementation of lean principles.

Improved on-time delivery from 70% to 95% on time to our customers.

Increased sales by 25% taking market share from competitors by establishing key performance metrics.

Thin Film Coating Manufacturing Manager, (2005 – 2008)

Managed Thin Film engineers, and technicians. Prioritized and scheduled coating jobs for multiple product lines. Projected monthly revenue, organized daily shipments, reviewed daily backlog; approved sales orders, material plans, and commitment dates. Reconciled customer order discrepancies and determined disposition of RMAs. Created manufacturing ramp plans and prioritized jobs.

Key Results

Maximized chamber usage. Collaborated with sales and engineering to produce and publish a more efficient and accurate scheduling system that enabled engineers and technicians to plan jobs effectively.

Examined each product to identify and remedy root causes of failures. Installed quality management controls. Established a shared vision and single goal with prioritization schedule. Reduced cross-contamination between chambers and downtime. Measurable results include:

Improved technician efficiency and reduced overtime by an average 15-20%.

Increased throughput 35-40% and chamber efficiency from 40% to 72+%.

Improved yields from 60% to 83-85%.

Manufacturing Manager, Fabrication, (2000 – 2005)

Empowered manufacturing team to reach capacity, doubling production flow. Worked through each process with the team and implemented and executed manufacturing best practices

Key Results

Increased weekly throughput from 50% to 100%.

Reduced inventory 10% by examining backlog and holding daily planning meetings.

Reduced overtime by 20% by ensuring the technicians were working on the correct jobs at the scheduled time.

Increased yields from 78% to 92%.

Reduced lead time from 4 weeks to 2 weeks.

EDUCATION AND PROFESSIONAL DEVELOPMENT

B.S. in Business Management, Metropolitan State University of Denver - Denver, CO

Made2Manage ERP/MRP System

Lean Six Sigma/Value Stream Mapping/Lean Management System (CAMT)

Leading at the Speed of Trust (Franklin Covey)

Business Process Improvement Methodologies (Manufacturer’s Edge)

§ 303-***-**** § *.****@*******.***

Contact this candidate