Manager Lean Manufacturing

PROFILE

A dynamic, creative, results-driven MANUFACTURING/OPERATIONS PROFESSIONAL with over 20 year’s experience managing assignments ranging from aerospace projects and programs, to manufacturing management for an industry leading semi-conductor plastics supplying firm, to sourcing and supply chain management. Strong general management qualifications in strategic planning, manufacturing production planning, inventory/materials management, warehousing, distribution, budgeting/finance, human resources, and capital improvements.

SKILLS SUMMARY

Operations Management

Supply Chain Management

Budget / Cost Control

Project Planning & Development

Vendor Sourcing & Negotiating

Inventory Control

Lean Manufacturing

Facility Management

Training

Human Resources Management

Professional Presentations

ISO Certifications

PROFESSIONAL EXPERIENCE & ACHIEVEMENTS

GENERAL PHOTONICS, CORP. JUNE 2015 TO FEB 2017

Operations Manager Chino, California

General Photonics is a leading innovator and manufacturer of fiber optic polarization/timing test equipment, modules, and components for industries including telecom, sensors, and biomedical imaging (OCT). Products include polarization controllers, scramblers and measurement instruments; PMD and PDL source/emulators; optical delay lines; specialized light sources and active/passive components.

Responsible for all aspects of business operations. Includes Production, Planning, Supply Chain, Inventory, and Shipping and Receiving.

REDUCTIONS & IMPROVEMENTS

Production:

Reduced past due Sales Order deliveries by addressing production productivity, yield, developing a professional culture and environment. Identifying inventory component requirements, and planning to production line capacities, as well as, continuous follow-up in production prioritization and execution to production plan.

Reduction in quality complaints, and improving quality of products by providing product training to production personnel in assembly techniques, and product familiarization.

Improvement in on time delivery performance from 72% to sustaining a 94% on time delivery to schedule. This was accomplished by developing, and implementing the necessary planning and production programs including, 5S / Lean principles and processes, equipment and personnel utilization, and production floor organization.

Materials:

Successfully implemented a 30% reduction of inventory including, component, raw material, and Finished Good materials. Implementation accomplished by evaluating usage for obsolescence, low usage, and overall requirements, as well as, organization of material stockroom, assembly lines, and storage areas.

Implementation of a cycle count program to improve accuracy of materials within Inventory Management program.

PHILIPS LIGHTING OF NORTH AMERICA 2006 to 2014

Manager, Distribution Center Operations (2012 – 2014) Ontario, California

Perform monthly audits on DC operations, and report KPI’s from monthly performance. Oversee Lean Enterprise program within the facility. Manage monthly expenditures, accrual’s, and finance operations. Responsible for Inventory Control accuracy supported by our Cycle Count program.

Manager, Materials of Systems Product SBU (2010 – 2012) Wilmington, Massachusetts

Assumed responsibility for materials procurement, inventory control, supplier sourcing, and manufacturing scheduling of the Systems Product Group. Participated in the integration of manufacturing operations and processes from the Fontana facility to the Wilmington facility.

Manager, Materials / Operations (2006 – 2010) Fontana, California

Full responsibility for all plant operations, including all materials (procurement, planning, and inventory), shipping & receiving, maintenance, and production operations for this 30 million USD facility, while managing multiple product groups, 100 employees & staff. Provide strategical support to develop and ensure sustained improvements in productivity, customer satisfaction, and profitability.

PROJECT MANAGEMENT

Leading, development, and implementation of an Oracle based ERP system. Successfully transitioned & implemented within 6 months of assuming project leadership role with no delays in daily production or product shipments.

Responsible for the transfer of product, material, and operations in support of the 2010 Fontana facility closure. Transfer and closure completed within 7 months of announcement.

REDUCTIONS & IMPROVEMENTS

Successfully implemented a 30% reduction of inventory including, component, raw material, and Finished Good materials. Implementation accomplished by evaluating usage for obsolescence, low usage, and overall requirements, as well as, organization of material stockroom, assembly lines, and storage areas.

Improved overall on time delivery performance from 62% to sustaining a 93% on time delivery to schedule. This was accomplished by developing, and implementing the necessary planning tools, 5S / Lean principles and processes, fabrication machine utilization, and production floor organization.

Reduced past due Sales Order deliveries by 82% by outsourcing component requirements, and planning to production line capacities, as well as, continuous follow-up in production prioritization and execution to production plan.

Reduction in quality complaints, and improving quality of products by providing product training to production personnel in assembly techniques, and product familiarization.

Process flow improvements by participating in Kaizen / QIC team specifically targeted to address customer concerns relating to product quality, and delivery.

TRISTAR LAMINATES 2004 to 2006

Manager, Manufacturing / Operations Lake Forest, California

Managing business and facility operations including production activities, shipping and receiving, and maintenance programs. Responsibilities include facility budgeting (Including capital expenditures, and cost reduction programs), personnel management, inventory and materials organization, organization of manufacturing processes, facilitating production and safety meetings, and developing personnel with quality enhancement training.

REDUCTIONS & IMPROVEMENTS

Improved operational margins from 28% to a consistent 36%. This was accomplished by organizing the production activities, and eliminating waste in the manufacturing and distribution processes. Also implemented cost reduction programs in materials and supplies ranging from shipping and raw materials, to streamlining manufacturing processes utilizing Kaizen techniques, as well as, the improvement of product quality and first time yield rates for products manufactured.

Improved on time delivery to customers from 68% to 93% plus. This was accomplished by understanding factory capacities and utilization, and coordinating with materials planning the proper loading and prioritization to service our clients.

Reduced OSHA recordable safety related accidents to less than one incident per quarter. Introduced a motivational Safety Prevention incentive program. This program provided monthly awards to manufacturing employees for practicing zero accidents and providing accident prevention ideas.

SUNDANCE SPA’S 2003 to 2004

Production Supervisor / 5S Instructor Facilitator Chino, California

Manage production activities of multiple departments including fluid delivery systems, electronic fabrication, vacuum forming, fiberglass applications, and after market activities. Assumed duties as the divisions 5S/Lean Manufacturing Instructor Facilitator responsible for the training and development of company personnel, and the implementation of the 5S/Lean Manufacturing program.

REDUCTIONS & IMPROVEMENTS

Requirements included evaluation of current practices, and the implementation of Lean Manufacturing Practices. Lean Manufacturing Practices included implantation of material control programs, reduction of scrap and rework efforts and costs, improvement of manufacturing line flow processes, tooling and equipment.

SAINT GOBAIN PERFORMANCE PLASTICS 1996 to 2001

Department Manager Garden Grove, California

Managing production activities responsible for in excess of $50M annually in product deliveries. Reduced past due product deliveries from 220 line items (June 1996) to less than 5, within 3 months, while improving on time delivery of new products to 93% plus.

REDUCTIONS & IMPROVEMENTS

Personnel management to business demands, annual departmental budgeting (including capital expenditures, and cost reduction programs), purchasing and vendor relations, product problem solving, organization of manufacturing processes, conducting project up-date meetings, developing personnel wit quality enhancement training, and guiding/coordinating projects through to completion.

Created “Workcells” or manufacturing lines tailored to specific product lines or types. Developed measurable manufacturing standards, which have provided a method to measure, monitor, and improve production efficiency/utilization from assembly to final testing.

PROJECT MANAGEMENT

Development and construction of “Industry Leading” Certified Class 10k clean room. The developments of this facility and manufacturing processes with this controlled environment area brought facility recognition at both the division level as well as the corporate level.

Represented the department within the division relocation committee, and was responsible for the relocation of the department to a new facility. Planned and coordinated the move while incurring minimal manufacturing down time. Resumed product deliveries within 2 days of relocation.

Education

WEST COAST UNIVERSITY OF CALIFORNIA

Business Management Studies

RIVERSIDE COMMUNITY COLLEGE

Business Management & Finance

Associations

NATIONAL MANAGEMENT ASSOCIATION

Additional Training and Skills

5S / LEAN MANUFACTURING AND SIX SIGMA PROCESSES

Veteran of the United States Marine Corps - Airwing

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