Manager Sales

Gabriel Anaya ************@***.***

**** ****** **** ** ***** Phone (512) 618 - 8638

PROFILE

Results-oriented professional with 25 years of diverse experience in management, manufacturing, strategic planning, master scheduling, engineering design, operations, finance, logistics, quality, HR and customer service. Catalyst in creating and improving an organization culture.

STRENGTHS

Strong Leadership by team building and sharing knowledge.

Good business and manufacturing financial skills.

Performance Driven

Drive and Commitment

Creative and negotiator.

EDUCATION

MS in Manufacturing Management

Kettering University (Former GMI)

Flint, Michigan

Knowledge of Functional Areas essential to manufacturing organizations: Finance, Materials Management, HR, Marketing and Manufacturing Services.

Class of 2001. 2nd. Place Award

BS Mechanical & Industrial Engineer

Instituto Tecnológico de Chihuahua

Chihuahua, México

2nd. Place of the 1991 Mechanical Major Class

PERSONAL DATA

Willing to relocate

Interested in Operations Management position

Black Belt, Taguchi Methods ASI Certified.

Va/Ve Instructor SAVE certified

USA Citizenship

Bilingual Spanish-Native, English-Fluent

PROFESSIONAL EXPERIENCE

General Manager

Epic Piping San Marcos, TX

2015 to 2016

Epic Piping is a new facility located in Southwest Texas, which serves the gas/oil and chemical industries. It is the largest spool fabrication facility in the world. This facility manufactures designs and sales: Carbon, Stainless and special Steels alloys for the high energy pipe for domestic markets. Processes include but not limited to plasma/O2 cutting, painting, blasting, welding (Robotic, GT, GM, SW, and FC). Facility with 280 employees.

Oversee startup of the facility in San Marcos, including layout design, equipment selection and acquisitions, building’s upgrades and budget administration (Thirty six million USD investment).

Responsible for training program for 180 high school graduates. They were trained as welders, fitters, tackers, painters and blasters, among other key positions. They were all certified under state and national standards.

Implementation of robotic welding as well of introduction of new technologies.

Control and management of expenses and capital budgets.

Developed partnership with Austin Community College in developing a welding and fabrication program that benefited not only the company, but also the community.

Fabrication and Maintenance Business Unit Manager

John Deere Construction and Forestry Division, John Deere Davenport Works Facility 2012 to 2015

John Deere Construction equipment is used in numerous types of earth moving, including route building, underground utilities, site development and residential construction; material Handling, road repair and maintenance. John Deere equipment is used in full-tree and cut-to-length harvesting operation and in mill yards. The facility is 800,000 sq. ft. with 1100 of total employees.

Oversees and manage all fabrication activities including: steel cutting, welding and machining operations. (355 wage employees and 51 salary employees)

Responsible for the manufacturing capital revitalization projects.

Management of the entire maintenance department (70 employees).

Controls and management of expenses and capital budgets.

Management Engineering and Operations processes.

Sixty-three Million capital investment to rejuvenate equipment and processes.

Plant Manager.

Shaw Fabrication and Manufacturing, Matamoros, Mexico 2010 to 2012

Shaw Fabrication and Manufacturing was part of Shaw Group Inc, which serves the energy, chemicals, environmental, infrastructure and emergency response industries. This facility manufactures designs and sales: Carbon, Stainless and special Steels alloys for the high energy pipe and structures industry for foreign and domestic markets. Processes include but not limited to plasma/O2 cutting, painting, blasting, welding (GT, GM, SW, and FC). Facility with 680 employees.

Oversee and manage all operations pertaining production, design and administrative personnel.

Responsible of 11 Million Dlls. in annual capital investment.

Complete turnaround in all production metrics in 10 months of intensive work by implementing a quality culture program. (Safety, Quality, Efficiency and Delivery)

Rebuilt Union relationship and achieved success with a labor contract negotiation with one of the most challenging unions in Mexico (CTM).

Facility met and exceeded annual financial plan.

Assembly Manager.

John Deere Motores, Torreon Coahuila, Mexico 2008 to 2010

John Deere Motores is part of John Deere Power System Division. Designs, Manufactures and sales diesel engines for foreign and domestic markets. Currently employs 1400 employees.

Manage three departments: Operations, Launch and Operations Engineering. Under my department I was in charge of 800 salaried operators and 41 administrative personnel.

Responsible of 24 Million Dlls. in capital investment.

Key driver on the implementing of a quality culture program.

Implementation of Tier IV Diesel engine program.

Engineering Manager.

TRW Inflatable Restraint Systems, Chihuahua, Mexico 2007 to 2008

TRW IRS is a company with annual sales exceeding 400 Million participating in the design, manufacture and sales of side airbags systems, and an average of 1500 employees.

Responsible of 12 Million annual Capital budget to start new assembly equipment and 5.5 Million USD of savings in VA/VE projects.

Staff of 45 engineers and 42 technicians.

Coordinate departments: Launch, Manufacturing Eng. Maintenance, Lean and Six Sigma.

Represent the company on technical field with suppliers and clients.

Coordinate the Quoting processes for new business.

Responsible for 5 year manufacturing plan and manage headcount reduction efforts of 10% per year by implementing processes improvement.

Engineering Manager.

TRW Chihuahua Safety Systems, Chihuahua, Mexico 2005 to 2007

TRW CSS is a company with annual sales exceeding 200 Million participating in the design, manufacture and sales of frontal airbags systems, and an average of 1000 employees.

Coordinator of American facilities relocation and transfer. Two U.S. facilities were closed and relocated to Mexico during 2005 to 2007.

Responsible of 10 Million annual Capital to start new assembly equipment.

Staff of 30 engineers and 35 technicians.

Responsible of 6.5 Million USD of annual savings in VA/VE projects.

Headcount reduction of 10% yearly by improving processes and implementing semiautomatic equipment suitable for low cost countries.

Created a local design team to coordinate new product designs.

Engineering Department Administrative reorganization to meet the new automotive clients demands.

Responsible of launch admnistrations for all new business (equipment, manning, & budget).

Advanced Manufacturing Manager.

TRW Occupant Safety Systems, Washington, Michigan 2001 to 2005

TRW Automotive is an international company with annual sales exceeding $12 Billion participating in the design, manufacture and sales of products and services of automotive systems, engineering support and electronic systems.

Responsible for standardization of product and processes across TRW’s Global facilities .

Create functional equipment/material specifications, competitive bidding, and Supplier Selection Decision Criteria/Matrix to select most cost-effective solution for raw material and equipment.

Coordinate North American manufacturing managers to achieve company global goals, Cookeville TN, Phoenix, AZ and Chihuahua, Chih, Mex.

Sr. Project Engineer

TRW Occupant Safety Systems, Washington, Michigan 1997 to 2001

Responsible for the global implementation of occupant safety designs. Total target savings CY2001 $7.5 Million USD,

Develop and patent new designs aim to keep TRW products on the vanguard.

Continuous traveling to TRW OSS European and Mexican Facilities for the cost reduction workshops and financial/engineering management of the projects.

Sr. Market Analyst (Strategic Planning)

TRW Occupant Safety Systems, Washington, Michigan 1996 to 1997

Responsible for global demand distribution between operations facilities, strategic and operating planning, business and product development and major component sourcing processes.

Compile reports analyzing worldwide market share, sales, competitor profiles, make versus buy scenarios and market strategies.

Coordinate efforts for adquisition of new companies to increase company’s portfolio. As a result, the Steering Wheel System division was created.

Financial Engineer

TRW Occupant Safety Systems, Chihuahua, Mexico 1994 to 1996

Actively participated in implementation and continuous improvement of cost reduction initiatives, database management, manufacturing and design costing, operations and manpower planning, program launch.

Created plans for various operations and logistics management scenarios.

Coordinate and impart VA/VE workshops on designs, processes and documentations.

Maintenance Supervisor

TRW Occupant Safety Systems, Chihuahua, Mexico 1993 to 1994

Responsible for the Total Productive Maintenance Implementation Plan.

Create the maintenance technician in-house training and certification program. Sixty technicians were trained on basic electronics, electrical and mechanical skills.

Responsible for maintenance schedule, spare parts consumption control.

Design Engineer 1990 to 1993

DANA Corp. Manufacturer of the speed cruise control for Visteon and Toyota.

Design and manufacturing launch of step motor manufacturing line.

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