Plant Manager

Oscar De La Lama

956-***-**** **** Lourdes Blvd. Brownsville, Texas 78521 *********@*******.***

MANUFACTURING PLANT MANAGER

Focused operations leader with proven ability to execute diverse projects in highly competitive industries on fast-paced environment. Strong technical, mechanical and administrative qualifications with extensive hands-on experience in projects and production management. Excel in development and implementation of lean manufacturing systems and strategies creating innovative and cost-effective solutions to increase revenues and improve customer service. Seeking a senior staff position in an organization where my experience and ability to effectively manage can be useful to implement creative solutions and quickly deliver positive results.

CORE COMPETENCIES

Result driven with excellent judgment making effectively and timely decisions developing process improvements focused on results and measuring attainment of outcome providing solutions to individual or organizational problems.

Strong operational process improvement background with demonstrated ability to successfully identify deficiencies and potential opportunities.

Excellent initiative and leadership developing strategic plans proposing changes on how to better organize work building trust and commitment on work team to assure participation and positive result.

PROFESSIONAL BACKGROUND

Pallet 911 Jan. 2015 to Present

OPERATIONS MANAGER

Directed 3 Wood pallet manufacturing facilities, 1 in US and 2 in Mexico with overall responsibilities on manufacturing, engineering, quality and safety.

Productivity improvements: Drove major strategies across multiple facilities through initiatives on Safety, Quality and production management. Implement best practices, SOP for all the business across the board. Standardized operations and followed up these practices and get full support of all involved areas. Increase raw material utilization by properly selecting wood. Improve material flow and housekeeping by proper design of layouts and machine utilization and efficiency improvements.

Operation expansions: Relocate Matamoros facility, Design layouts for future expansion and Started operations in a 17,200 SQF facility in Queretaro, Mx.

Chem-Pruf 2013 to Dec. 2014

GENERAL MANAGER

Direct a Texas corrosion resistant fiber glass door manufacturing facility, with overall responsibilities for production and administrative areas. Implemented new manufacturing culture, procedures and metrics to achieve quality standards and corporate goals.

Productivity improvements: Quickly improve material flow by analyzing constraints on flow and designing new floor layout for the production floor and implementing Kanban buffers on the processes to create a visual pull system. Implemented Kaizen Blitz projects in different production areas improving productivity and reduction of OT on some areas with and excess overall improvement of 30% on productivity.

Lean Program: 100% involvement to all personnel on Lean principals and analysis of Waste. Implemented ANDON visual system to control and monitor production status, overall plant lean assessment analysis and projection road map on faces for implementation. Start-up of plant safety program.

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Hubbell CDR de Mexico 2008 to 2013

GENERAL MANAGER

Matamoros, Mexico, fiber glass enclosures operations on a 45,000 SQ FT 150 employee’s facility with responsibility of all business and developing activities. Establishing and enforcing procedures and controls to attain projected goals and objectives significantly increasing revenue and operational efficiency.

Productivity improvements: Increased performance by improvement of work flow and implementation of manufacturing cells on polymer concrete area that lead to reduction of WIP, material handling and free up 20% of plant floor space. Also increase efficiency by 25% implementing in-house OEE tracking system and introduce lean manufacturing techniques such as 5’S, Visual Management, Value stream mapping and Kaizen events.

Safety Strategy: Implemented safety program with proactive and reactive training, visual tools and plant audits and reduce incidents 50% by year in the past 2 years.

Operations expansion: Design and coordinate 15,000 SQ FT expansion in manufacturing area to absorb consolidation form US plant including layout design and implementing in line and Kanban systems and successfully transitioned process and equipment form (2) US plants to the Matamoros facility in a short period of time improving service level from 75% to 97%.

Highland Supply (Quality Motors Pack Tec, Mx.) 2006 - 2008

GENERAL MANAGER

Responsible for Control Ramirez Plant III floral, gift basket and decorative packing operation. Coordinate and direct all operations for all productive and administrative areas toward the accomplishment of company’s goals and objectives.

Lean Enterprise and Quality Program: Introduce implementation of quality systems including quality procedures and set work instructions as well as implement and train personnel in lean manufacturing methods.

Equipment Start up: Set and start-up of new equipment in the Ramirez area including procedures and training for a $2 million dollar Flexographic printing press.

AMPAD de Mexico, S.A. de C.V. 2001 - 2006

OPERATIONS MANAGER

Managed the Engineering, Maintenance and Manufacturing areas in $350 million dollars a year in sales hi-volume paper converting operation.

Operations Startup: Initiated, directed and complete start-up of 84,000 sq. ft. plant in 2001, which include hiring resources, distribution layout, budget coordination and machinery relocation from U.S. plants. Generated working procedures, Quality systems, Inventory control procedures and new product lines implementation.

Lean implementation: Implemented visual factory ideas, facilitate kaizen events, and right sized staff resulting in productivity increase of 20% in the envelope and filing manufacturing areas. Developed SMED system in the envelope machines reducing change over time to 60%.

New building expansion: Coordinated and supervise the design and construction for a new 300,000 sq. ft. expansion building in 2005, including lean layout design, analysis of material flow, implementation of kanban in different manufacturing areas and equipment transfer from U.S.A. facilities.

JBM de Mexico, S.L. de R.L. de C.V. 1999 - 2001

MEXICO OPERATIONS MANAGER

Recruited to coordinate Matamoros and Valle Hermoso facilities a 450 employee’s textile operation. Responsible for planning and management of all plant activities and challenged to reduce inventory levels of raw material.

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Process improvements: Slashed inventory by 70% increasing 50% productivity, introducing value stream mapping improving material flow in the sewing and sorting areas and organizing the plant layout creating a teamwork environment.

Plant consolidation: Engineered plant modifications to consolidate Matamoros and Valle Hermoso operations to a single 60,000 sq. ft. building for sorting, bailing and sewing operations.

Cepillos de Matamoros, S.A. de C.V. 1993 - 1999

PLANT ENGINEERING MANAGER

Led Engineering, Maintenance, Facilities and Manufacturing departments on a 600 employee’s plastic injection and cosmetics manufacturing and assembly operation, including Environmental and MIS areas.

Operations expansion: Coordinated the construction of a 50,000 sq. ft. 2-story expansion building. Layout distribution and work cell process implementations as well as transferred and installation of equipment including a UV lacquering paint room and a tool and die mold shop.

Lean Best Practices: Implement kaizen events and energy saving projects that lead to cost reductions up to $600K.

EDUCATION

Industrial Engineering Degree.

Industrial Engineering Diplomat at I.T.E.S.M. (Monterrey, Mexico Technological Institute)

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