Management Manufacturing

Experienced professional with progressive experience working for a global leader in the manufacturing of steel products for the oil, gas and automotive industry.

Holds a winning performance history in his professional career. Possess practice and confidence to effectively work with all levels in the organization.

Superior multitasking ability allows for solving complex situations. Self-motivated, highly organized and creative problem solver with a proven ability to achieve goals and deadlines.

Professional Experience (Tenaris: steel bars, steel pipes, automotive components)

* Industrial Management Control Expert Jan 2011 – Aug 2013

(Industrial Engineering & Management Control Manager)

* Industrial Engineering & Management Control Manager Jun 2008 – Dec 2010

(Tenaris NKKTubes) Kawasaki, Japan

* Industrial Engineering & Management Control Manager Nov 2003 – May 2008

(Tenaris Tamsa) Veracruz, México

Main Activities and Achievements

Manufacturing Management and Continuous Improvement

Led the industrial engineering and product cost teams (Mexico, Japan) in performing their activities related to the industrial performance control, the product cost management and the improvement of the manufacturing and other industrial processes.

Developed global benchmarks to identify the best working practices. Encouraged and supported its application in the manufacturing areas and other industrial sectors, working directly with the production staff (managers, supervisors, operators, technicians, etc.).

Led and collaborated with the manufacturing department in the process improvement activities by applying industrial engineering principles (time/work analysis, visual management, general lean techniques, 5S, etc.), working directly with the production staff (managers, supervisors, operators, technicians. Union and not-union).

Analyzed and contributed to the implementation of a medium/long term improvement plan to increase by 20% the steel bars production capacity. (2012-2015: 4 plants = 2.6 million tons/yr.). Including the investigation, definition and evaluation of new equipment and activities to be implemented.

Contributed to increase in 15% the productivity of the manufacturing processes (TenarisTamsa, hot rolling mill) by applying lean techniques (SMED, 5S, Kaizen, standard work, visual factory, etc.).

Led and/or facilitated continuous improvement groups to solve critical problems and implement corrective actions in the manufacturing processes.

Collaborated in the improvement activities of the industrial health and safety department, including plant floor inspections, failure detection and proposal of corrective actions.

Performed periodic presentations and reports to the top management (Global Industrial Director, CEO) related to the follow-up and final status of the improvement plans.

Developed economical analysis, defined the possible gains, calculated financial indicators and made recommendations for new business and investments.

Analyzed the contract proposal for many suppliers in order to establish fair and convenient prices for the services provided. Supported the purchasing department in the negotiation of service contracts (CO2 supply, Transportation equipment, Electrical Energy, etc.).

Worked with the engineering department in defining new industrial installations, including general layouts, warehouses dimensions and/or production capacity.

Calculated the monthly/annual production capacity of the steel shop to define the production planning and scheduling.

Industrial Performance and Manufacturing Cost Control

Defined and standardize the structure and formulation of the general industrial KPI’s (efficiency, quality, product cost) and reports (industrial performance and product cost).

Defined periodically the productivity and efficiency industrial numeric standards to be used in the production scheduling and the performance evaluation of the industrial processes.

Promptly monitored and reported (daily, monthly, yearly) the industrial process performance KPI’s: efficiency, productivity, quality and product manufacturing cost, explaining the deviations of the real results vs the standard (target). Released periodic reports and presentations to the top management (CEO, President) about the performance of the industrial processes.

Calculated the standard manufacturing product cost and its application to the commercial quotations, providing the results to the commercial department. Created product manufacturing cost catalogs.

Led the implementation of automation and IT systems to capture and to process the industrial manufacturing performance data (time utilization, productivity, efficiency and quality).

Maintained and controlled the Excel model for the cost optimization of the raw material mix to be used in the electric furnace of the steel shops, as a guide for the material consumption.

Staff Management and Development

Adjusted the working way of the Japan company to the global company rules, including industrial engineering and cost control activities, general reporting and presentations to top management.

Collaborated to the integration of the new maintenance sector in the Japan company by defining its organizational structure and main responsibilities, the staff to be involved and their training.

Evaluated and developed the personnel of the industrial departments by selecting, hiring, training, coaching, motivating and appraising the staff, according to the requirements of the job positions and the company performance evaluation system.

Industrial Budgeting

Led the annual industrial budgeting process in order to define the production volume and the manufacturing performance targets (KPI’s: efficiency, productivity, quality, material consumptions, workforce and product cost). (Budget activity = 3 months length per year). Coordinated this activity with the planning, manufacturing, supply chain, engineering, quality and accounting departments in the local company (Mexico, Japan) and with the corporative office.

Calculated and analyzed the standard manufacturing product cost to be used by the accounting department in the calculation of related cost and financial reports.

Performed presentations to the CEO and issued the annual official budget document, including the industrial KPI’s targets (efficiency, cost, quality), as a reference for future periodic evaluations of the industrial performance and other related issues (accounting, scheduling, planning).

Education

Master of Management (Manufacturing) - Jun 2015

University of Windsor – Windsor, ON. Canada

Manufacturing Management, International Business, Employees Management,

Organizational Change, Finance and Accounting Techniques.

Industrial Engineer – Jul 1991

Instituto Tecnologico de Veracruz - Veracruz, Ver. Mexico

Electrical Systems, Supply Chain, Industrial Management, Plant Design,

Statistical Analysis and control, Production Systems, Process Optimization.

Industrial Management Diploma - Nov 2005

Tenaris Tamsa / ITESM – Veracruz, Ver. Mexico

Manufacturing Business Management

Lean Six Sigma Greenbelt Certification – Feb 2015

Lawrence Technological University - Windsor, ON. Canada

Project Management Professional Training – Mar 2015

Lawrence Technological University - Windsor, ON. Canada

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