Global Operations and Quality Executive

GLOBAL OPERATIONS & QUALITY EXECUTIVE

Operations, Supply Chain, Strategic Planning, Quality Assurance, Lean-Six Sigma,

Manufacturing: Consumer Electronics, Automotive and Chemicals

SUMMARY

Global, bilingual Operations and Quality Executive with strong reputation for driving large Manufacturing Enterprises into a culture of strategy focus, customer satisfaction and business profitability.

Exceptional ability to identify and manage strategic transformational initiatives to turn around business performance on key financial metrics. Extensive exposure leading large facilities and start-ups.

Significant experience formulating strategies, policies and continuous improvement programs (Lean, Six Sigma, ISO/TS) for Companies and their Suppliers to deliver world class quality in a sustainable basis.

CORE COMPETENCIES

Operations and Supply Chain optimization

Suppliers evaluation, selection and development.

Business assessment and strategic planning

Global deployment of Lean & Six Sigma programs

Cultural change and risk management.

Quality Assurance and Quality Systems (ISO/TS)

PROFESSIONAL EXPERIENCE

FUYAO AUTOMOTIVE NORTH AMERICA, INC. (Global Leader of Automotive Glass).

Plant Manager (10/14 – Actual)

Overall P&L responsibility for the day-to-day operation of a 250,000 Sqft. Tier-1 Automotive Glass Assembly and Encapsulation Plant, in a 300 associates / non-union environment, serving Just-In-Time to major regional OEM Auto Assembly Plants primarily from GM, Chrysler and Honda, with yearly revenues in excess of $200 Million and capital investment of $10 million per year. Reporting to the Vice President of Fuyao Group:

Profits from Operations achieved a record level of $280 Million YTD;

Sales growth of 100% in ten months (driven primarily by GM, Chrysler and Honda contracts);

Headcount increased from 200 to 300 associates (+50%);

Cero safety recordable incidents;

Associates Turnover reduced from 20% / month to 1% / month;

Overall Equipment Efficiency increased from 50% to 85% in less than a year;

On time delivery improved from 95% to 99.98% YTD;

First Time Quality improved from 90% to 99.96% with OEMs;

Recertification of the Plant with ISO900/TS16949 standard.

All these improvements were possible by “Turning around” the whole organization in order to be focused on the right things (“what”), following best industry practices (“how”) and improving the accountability - follow up system (“who”, “where”, “why”, “when”) in the shop floor to develop and enforce the right operational culture daily.

PPG INDUSTRIES, INC. (Produce coatings, glass and chemicals. Total revenue of $15B globally).

Global Director, Business Process Improvement – Automotive Coatings (09/08-11/12)

Senior leadership position accountable for developing a global culture of performance excellence to optimize Operational efficiency, customer satisfaction and business profitability. Managed strategic projects to turn around Business performance on key metrics. Reported to the Global Vice-President of Automotive Coatings.

Supervised 23 Manufacturing Facilities around the world to evaluate performance levels compared to best in class benchmarks and drive transformational programs to maximize profitability and quality.

Lean-Six Sigma program deployed in 1.5 yr. Activity level of 250 projects and EBIT $20M per year avg.

Successful execution of a large-scale initiative to turn around performance of the Supply Chain function in North America, which delivered significant results bottom line on cash flow and profit contribution:

oInventory reduction ($11M): Consolidated regional demands for finished goods and raw materials. Shared safety inventories and renegotiated lower prices with suppliers driven by larger orders.

oProduct cost savings ($2M): Replaced production of multiple finished goods batches by larger runs based on a more reliable consolidated demand and raw materials availability.

oFreight cost savings ($1.6M): Implemented “milk type” deliveries based on customers location, which increased truck utilization from 70% to 98% and reduced total trucks required to supply OEMs.

Director, Total Quality Management (02/06-09/08)

Overall responsibility for the delivery of world class quality products to Customers and from Suppliers. Defined the vision, policies, strategies and processes of the Quality Management System and developed an enterprise culture of Business Excellence and Continuous Improvement. Reported to the President of PPG Mexico & CA.

Turned around the company culture through the disciplined application of quality systems, which enabled PPG Mexico to be recognized by PPG Corporation as “Most Profitable Coatings Operation” in the world.

Upgraded the process to manage customer claims including best practices on root-cause analysis, which reduced claims rate by 99%, allowing PPG to be awarded “Best Supplier” by many OEMs.

Launched a Lean-Six Sigma program in 12 months. Developed coaches to support training and projects execution. Program delivered 40 LSS and 120 Kaizen projects per year, with EBIT of $2.5M avg.

Improved first-time quality level in production plants from 40% to 85% avg. in 6 months by implementing visual process controls, PFMEA analysis and a disciplined focus on meeting internal customer’s needs.

Reduced 50% inspection cycle time and 20% QC headcount, by developing a multi-skilled workforce, implementing lean work-cells and using multivariate analysis to streamline inspection processes.

Senior Manager, Industrial Engineering and Maintenance (04/03-02/06)

Managed execution of capital investment projects and property assets to increase productivity and operational safety. Reported to the Operations Director of PPG Mexico.

Managed large capital investment projects until completion within budget and deadlines, such as:

oSecond reactor for resins production: $3M capital in 10 months;

oStart-up of new Cross-linker production Plant: $1.5 M capital in 6 months;

oStart-up of new Refinish Distribution Center: $5M capital in 8 months.

oStart-up of new Powder Coatings Plant: $3 M capital in 12 months.

LG PHILIPS DISPLAYS (JV to produce screens for traditional TV sets with 20,000 employees worldwide).

Senior Manager, Manufacturing Innovation (10/02-03/03)

Leadership role accountable to develop a culture of operational excellence by deploying Lean, Kaizen and Six Sigma philosophies. Led all areas in key business metrics to turn around struggling operations until reaching outstanding performance levels. Reported to the General Director of LPD Mexico.

Supervised four Manufacturing Facilities to evaluate performance levels compared to best in class benchmarks and drive transformational programs to maximize profitability and quality.

Strategic planning process implemented to identify key business gaps and align improvement projects.

Lean-Six Sigma program deployed in 4 months, managing 48 projects/yr and delivering EBIT $5M.

Successful start-up of 29” and 32” plants 6 months earlier than scheduled, by transferring best practices from mature plants to reduce operator’s learning curve, allowing additional production volume of $50M.

Increased 100% production rate in 25” MA line (from 70 to 140 units/hour), by regrouping operations into multi-parallel cells with same operators and equipment.

Plant Manager, 25” and 27” CRT plants (10/00-10/02)

Managed the start-up and daily operations of two manufacturing plants in a 500-person, union, 24/7 operation and yearly revenues of $100M. Reported to the Operations Director of LPD Mexico.

Supervised two Manufacturing Facilities to evaluate performance levels compared to best in class benchmarks and drive transformational programs to maximize profitability and quality.

Increased 35% productivity to record levels of 2.5 M units per plant/year in 8 months by implementing “mini-companies” concept, developing supervisory skills on operators and reducing 90% supervisors.

Increased material utilization rate from 68% to 95% in 6 months, by implementing a visual management system, ABC analysis, parts recycling and effective production scheduling.

Converted production lines into in-line QC auditing by placing accountability on operators, reducing defects from 15% to 1% and allowing the elimination of 100% QC inspectors (16), saving $0.3M/yr.

Reduced raw material inventory levels by $2M/year, through improving the planning process, reinforcing MRP parameters and implementing vendor managed inventories (VMI) on most expensive BOM parts.

ALCOA FUJIKURA, LTD - Manager, Maintenance Engineering (07/97-10/00)

THOMSON CONSUMER ELECTRONICS

Manager, Quality Assurance and Product Design (01/95-07/97)

Senior Quality Engineer (01/93-01/95)

Area Supervisor, Maintenance (02/92-01/93)

CERTIFICATIONS

Manager Quality & Organizational Excellence (ASQ, License 16190)

Lean - Six Sigma Master Black Belt (BMGI-ITESM, License IP)

ISO9000 Lead Auditor (LRQA, License 07/07/4650)

Six Sigma Black Belt (ITESM, License DSAA-SIX-0206-16)

Business Consultant (JICA-CANACINTRA, License CPC-047)

ISO/TS16949 Internal Auditor (AIAG, License 01/16949-HTT2-IQA/MX/10-09-03)

EDUCATION

Master of Business Administration (2005) / Instituto Tecnologico de Monterrey

BS, Electronics (1991) / Instituto Tecnologico de Monterrey

LANGUAGES

English & Spanish – Bilingual. Portuguese – Advanced.

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