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Manager Lean Manufacturing

McQueeney, Texas, 78123, United States
January 25, 2017

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Jesus Perez

McAllen, TX (USA) Resume Details

Desired Position: plant manager E-mail:

Job Type: Full time Phone: 956-***-****

Education: 5 year degree Fax:

Experience: >10 years Address: 7012 north, 16 street

McAllen, TX (USA)

Relocation: Possibly

Background: Mfg - Management








US Citizen / Visa: Yes

Resume Summary: productivity scrap reduction savings budget lean manufacturing

Jesus Ma. Perez

7012 North, 16th St. McAllen, Texas 78504

Home 956-***-**** Cell 956-***-****


Positively contribute to the organization’s objectives and goals by utilizing my successful and extensive manufacturing and leadership experiences. I have a proud history of reducing costs while improving all aspects of the organization’s people, products, processes, quality and delivery. I’m a hands-on leader and team builder who directs our team to achieve and exceed the goals while developing everyone to excel at every aspect of their work and lives.


Kearfott of America.

Matamoros Tam and Brownsville Tx. (Aerospace and Militar devices)

Site Manager Aug 2015 – to present

Developed and executed the plan to increase productivity from 90% to 95% .

Implemented Lean Kaizen Manufacturing principles 5S, STD Work and warehouse consolidation

Moral increased due to previous management mistakes. Implemented family picnic, Health Fair and open doors policy.

Currently transferring products from Asheville N.C. and New Jersey sister plants.

Budget cost avoidance by $990k 1st. year, 2nd. Year $420k savings in progress.

SL-Montevideo Technology Incorporated

Montevideo, MN & Matamoros, México (Aerospace and Militar devices)

General Manager September 2007 – Aug 2015

Developed and executed the plan to increase productivity from 67% to 76% in 2007. Currently running at 99% or better

Implemented Lean Kaizen Manufacturing principles 5S, STD Work, Kanban and POI

Attained AS-9100 Rev. C Certification in February 2011

Consistently transferred 30K labor hours per year from Montevideo, MN to Matamoros Mexico.

Reduced the overall scrap rate from 2.8% to 1.0% as a percent of sales.

Improved OTD performance from 80% to 99%

Achieved cost saving of $250K (2008), $350K (2009), $420K (2010), $510K (2011), $600K (2012), $400K (2013)

Awarded 3 SL Industries award for Operations Excellence Best Plant since its introduction in 2011

Awarded Mexican Governments (STPS) Factory Health and Safety Level 1 (2010), Level 2 (2013), Levels 3&4 TBD

Zero employee accidents since 2009

3 Facility Expansions 2005 (3000 ft ), 2009 (2500ft ), 2014 (8000ft )

AUTOSYSTEMS OF AMERICA, Magna Corp. (Formally Federal Mogul)

Matamoros Tam and Brownsville Tx. operations (Automotive)

Operations Manager April 2003 - September 2007

Developed plans that increased productivity from 85% to 90% and while reducing scrap.

Transferred assembly lines from Hampton, Virginia and Belleville, Ontario.

Successfully launched front head lamps for GMT-805, GMT-250 & the 2007 DR front and rear lamps

Built all GMT-222 mold tooling for the successful product launch

Documented savings, in excess of $450K annually between Engineering and Operation department (cycle time reductions, balanced assembly lines and standard work implementation)


Matamoros Tam and Brownsville Tx. operations (Automotive)

Operations Manager January 2001 - April 2003

Managed a work force of 400 operators allocated in Molding, Hard coating, Flow coating, Metalizing and Final assembly.

Developed plans that increased productivity effectiveness from 70% to 85% while reducing waste.

Developed and implemented the plans for Constraint Management System and Lean manufacturing (TPS)

Successfully launched Front Head Lamps for 2002 DR program (Dodge Ram Truck)

Successfully transferred additional production lines from Chicago Assembly Plant into Matamoros, Mexico operations.

Documented savings, in excess of $170K annually from the operations group with an additional $200K saved from actions within engineering group for the equipment and processing.


Franklin Park, Illinois (Automotive)

Operations Manager January 2000 - December 2000

Managed annual operations budget for Quality, Manufacturing, Materials, Engineering and Maintenance Departments

Developed the plans to implement Lean Manufacturing/Constraint Management in all areas of responsibility

Develop plans that increased production effectiveness from 70% to 87% while reducing scrap.

Managed the 500 Operators work force allocated across 4 Business Units: Molding, Metalizing, Hard coating and Final Assembly


Reynosa, México (Automotive)

Product Launch Manager November 1998 - February 2000

Created and lead the cross functional teams responsible to identify and implement all plant related preparations required to launch new products into full production exceeding the customers’ expectations on the Excursion, Focus, F-Series, Expedition/Navigator and Explorer Sport Track and included the following responsibilities:

Successful completion of all prototype, PPAP and pre-production phases up to and including start of production

Identification and acquisition of necessary equipment and tooling

Identification and implementation of process flow diagrams, PFMEA’s and Control plans

Pre-production scheduling and new components requisitions and conformance.

Assembly lines are capability studies prior to start of production

Ensure complete adherence to the quality standards, both internal and customer’s

Business Unit Manager May 1994 - September 1996 & December 1996 - November 1998

Responsible for managing a world seat belt-manufacturing operation 41% of facility sales

Produced 123,000 seat belts per week, with a work force of 600 Operators, 15 Supervisors and 2 Lead Supervisors

Increased production effectiveness from 72% to 90%, reduced rejects from 1.0% to 0.5% and scrap from 1.5% to 0.6%

Successfully launched 5 new programs across 4 assembly lines in 1998 that exceeding customer expectations

Unit Leader – ALPS (Accelerated Lean Production System) September 1996 - December 1996

Assignment was an initiative focused on improving operations effectiveness achieved by applying lean manufacturing techniques on production processes.

The goal was to reduce compressible cost by 30%, conducted brainstorming sessions and achieved 35% cost savings.

Presented all operations effectiveness results and successes to plant and division management.

Quality Superintendent March 1992 - May 1994

Responsible for managing all levels of quality

Supervised 2 shift leaders and 40 quality inspectors.

Identified opportunities for improvements which reduced rejects to 1.1% and reduced scrap to 1.5%

Reduced PPM failures to less 50

New Programs Lead Engineer March 1990 - March 1992

Managed and responsible for all of the pre-production prototype and manufacturing builds

Reviewed and revised all prints and BOM’s for accuracy

Coordinated all support actives for new program builds

Launched 7 new programs that exceeded the customer’s expectations

Production supervisor June 1988 – Feb 1990


Agro-Industrial Engineer

Universidad Autonoma de Tamaulipas

Thesis: ‘Implementation of a Federal Inspection a study of a slaughterhouse in Reynosa, Mexico which was submitted to the Municipal President of Reynosa and passed with distinction.


AS-9001 QS-9000, ISO-9000, ISO-14000, ISO/TS 16949:2002 Role of Top Management

Team Management, First Line Manager, Communication and Productivity, Six Sigma training (Green Belt),

Technics in Problem Solving, Lean Production Trainer Certified, Lean Manufacturing, Constraint Management Systems

S.Q.A., Managerial Quality Control Administration, Total Productive Maintenance, Total Quality, Control Plans, PFMEA, New Products Acceptance Criteria, Inventory Control.


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