Sal Silviu F. Bora

**** * **** ****** #***, Signal Hill CA 90755

Mobile 708-***-****; Email: ad0xam@r.postjobfree.com

Internationally experienced executive and transformational leader for turnaround and rapid growth situations, Lean and Six Sigma certified. A team builder and organizer for Fortune 500 companies such as Jabil, Foxconn, GKN PLC, Piper Aircraft and the US Army. P&L of $400 Mil to $4.0 Billion for multi-site and country operations with up to 4,000 employees in automotive, high-tech manufacturing of consumer and commercial electronics, avionics, airframe, defense, FDA, industrial and E&I with a DOD Secret Clearance. Speak English, Romanian Spanish and Italian. Worked lived and ran factories in the USA, France, Italy Brazil and Mexico.

Masters of Science in Administration - Central Michigan University, Mount Pleasant, MI

Masters in Military Science - Command & General Staff College, US Army, Ft. Leavenworth, KS

Bachelors of Arts – Virginia Military Institute, Lexington, Virginia

Lean Manufacturing and Six Sigma- University of Michigan, Ann Arbor, MI

FAA / DOT Commercial Pilot - US Army Aviator Flight School, Ft. Rucker, AL

Military Training – Army Ranger, Air Assault, Pathfinder, Leadership, pathfinder, Flight fchool.Air Operations, MRO & Maintenance Management

Centric Parts – VP of Operations June 2014 to August 2017: Responsible for automotive after-market, manufacturing, logistics, inventory control, production control, engineering, quality, shipping, receiving, facilities, warehousing and distribution of a $500 Mil P&L, 1,000+ employees, 1 Mil Ft2 warehouse and factory for brakes, drums, rotors, calipers, and chassis for passenger vehicles, medium duty trucks, fleet vehicles, high performance vehicles and trucks under the Centric®, Qualis, C-Tek®, PosiQuiet® and StopTech® labels.

Established, hired, trained an developed a 9 Man supplier quality team in China for over 200 vendors

Assisted Sales in the growth of business 25% YoY while reducing Costs by 9%

Manage the Supply chain Logistics from China to USA with Supplier Score Cards for all suppliers

Reduced transportation by 5% for 13 Million Lbs. of freight per month developing lighter boxes and dunnage

Multinational experience plant management factories with more than 1000 employees in Mexico, Brazil, France, Italy and the USA.

Operations Consultant June 2013 to May 2014: Operations Consultant for three US companies.

Jabil Circuits - Senior Operations Director USA & EMEA April 2011 to June 2013: Production and fulfillment operations of $400 Mil revenue company in FDA Medical Class 3 Devices, Aerospace and Defense (ITAR), Industrial, Enterprise and Infrastructure industries with 1,400 employees in Jabil’s largest US facility and responsible for $350 Mil P &L for five manufacturing facilities in Western Europe with 1,300 employees for five factories in Italy and France. Responsible for all operations budgets, manufacturing, engineering, purchasing, quality systems, purchasing, distribution, supply chain, human resources and quality with certifications in ISO 9001:2008; ISO 13485:2003; AS9100:2009; ANSI/ESD 20.20-2007; ISO 14001:2004; IPC-610 Class 3; NADCAP and NASA IPC. Customers: Varian Medical, CareFusion, BD, Honeywell, Emmerson, Orbital Science, Mentor Graphics, LAM Research, Ericsson Electronic, Nokia Siemens, Alcatel, IBM and Finmeccanica; as well as many other customers.

Manage a $100M After Market Services for 2 Industrial, 2 Aerospace and one E&I Customer in USA

Developed 3PL warehousing redistribution and packaging operations of Medical China products to the US

Manage Integrated Supply chain for 1200 SKU’s, 100 suppliers, Planning, Warehouse and Purchasing

Managed $10 Mil Euros AMS MRO operation with 72 of 800 employees for Nokia Siemens in Italy

Improve EBITDA from $6M to $18M in one year impacting Net Core Operating Income (1.57%) to +2.5 %

Sustained the longest non-recordable accident time of 219 days implementing programs and awareness

Improved Customer Satisfaction Scores from 2.4 to 3.7 on a 5 Point scale for same customers within 1 year

Regained Customer Satisfaction for $130 M FDA OEM reducing DPM from 110K DPM to under 1K DPM

Improved productivity by 30%, FPY by 15% and OTD for the factory by 12% plant wide for 16 customers

Inventory Reduction of $47 Mil, reducing form 103 days to 59 Days of Inventory and 48% of the WIP

Realigned a 241K ft2 factory and equipment with Value Stream Mapping removing waste, travel distance, handling and consolidating equipment and operations 11 SMT to 6 SMT lines and reducing HC by 33%

Reduced margin losses for four factories in two European countries by 24% month over month from 2011

2yo1 Closed and consolidated unprofitable factory in Casina Italy within a factory in Napoli Italy in 8 months

Foxconn Tech. Group – Site Operations Director and Director of N & S Americas – April 2008 to April 2011: Manufacture and daily fulfillment of 20,000+ Hewlett Packard Consumer and Commercial PC’s and servers. P&L responsibility for $3.7 Billion annual revenue, managing 3,200 employees in Mexico and the USA, overseeing a JIT multi-site fast-pasted, 72 hour OTR, 3PL and After Market Services and MRO operations. Simultaneous role as Director of N and S America Manufacturing, responsible for 7 sites in 4 N and S American countries: with 8,500 employees, $8+ Billion in revenue, with annual fulfillment of over 10 million computers, notebooks, servers and 1.5 million circuit boards.

Exacted $75 Million in cost, scrap, warranty, lead time and inventory improvements

Improved P and L from a ($28Mil) Loss to a $4.8+ Mil Profit within the first year

Responsible for two AMS centers in El Paso, TX and Juarez, MX as well as an MRO center in El Paso, TX

Improved Fulfillment Turn-Around Time (TAT) form 110 hours to 60 hrs. reducing the cycle time

Increased Revenue from $1.9Bil to $3.7 Bil increasing the number of units from 2.7 M to 4.74 M annually

Improved Safety by reducing the # of Major Accidents by 47% per employee; Minor Accidents by 82%

Relayed out a750K ft2 facility into a once piece flow reducing cost per unit from $22.0 to $8.4 per unit

Reduced Scrap per unit by 62% from $0.21 to $0.08 for Desk Top and by 81% from $2.16 to $0.41 per NB

Improved DPPM Customer Reported Field Performance by 97%: from 1,786 DPM to 40 DPM

Reduced internally induced down time from 52 hours per week to 5.5 line hrs. per week using lean mfg.

Improved Customer Satisfaction HP Sonar score from Poor at 56 points to Good at 72 points

Reduced Turnover by 77% from 10.9 % to 2.5% monthly; Absenteeism by 23% form 1.3 % to 1.0%

Ramped NPI and mass production in two Brazil Facilities form 48K to 167K computers per month

Closed two manufacturing sites in Guadalajara and Toronto consolidating operations and fulfillment into the Juarez MX and Indianapolis IN sites saving $8 Mil annually

Director of Manufacturing – January 2006 to March 2008, Piper Inc. Vero Beach, FL: Direct and manage all manufacturing, AMS and MRO operations consisting of 800+ DL/IL reports, in a 900,000 ft2 manufacturing facility, with $250 Million in annual revenue. Implement vertical integration of lean manufacturing throughout the supply chain, drive continuous improvements in overhead costs while fostering a lean culture. Responsible for all aspects of manufacturing: sheet metal stamping, forming, bonding, machining and milling of parts and tools for aircraft build; welding and metal bonding of parts; assembly and construction of interior panels seats required for aircraft completion; cable harness build and testing for avionics and instrument installation; flight testing and troubleshooting for FAA licensing of all aircraft.

Recognized as the most successful turnaround in ACAS history; EBITDA to 11.4 % vs. previous year 2%

Increase revenue by 32 % from prior year ramping up production by 300% for the highest margin airplanes

Maintain the manufacturing and supply of $60 Mil of AMS and MRO parts distributed globally to dealers

Successfully supported the decertification the IAMAW Union in April 2006.

Reduced Injury Rate by 70% using 5S program (TRIR 4.0 to 1.3) reducing $1.1 M in workers comp.

Passed Federal Aviation Administration ACSEP Audit with 0 findings in July 2006 and March 2008

Reduced Labor Hours by 15 % and Rework by 49% using lean and Six Sigma Lean Mfg. Programs

Reduced Annual Scrap Cost by 70% and Manufacturing Supplies Cost by 25% using Six Sigma

Increased DL Headcount by 25% in and established a training program improving productivity & retention

Corporate Director of Manufacturing – February 2001 to November 2005, Suntron Phoenix, AZ: Responsible for designing, analyzing and reporting all operations and quality metrics for 12 EMS, sheet metal stamping, plastic injection molding manufacturing sites, and three Design and Prototype centers in USA and Mexico. Develop manufacturing processes to meet customer requirements of service, cost, delivery, quality, and safety. Manage a corporate-wide Lean Manufacturing and Six Sigma program to reduce lead times, improve productivity, and reduce defects. Responsible for ISO & AS9100 implementation, Mergers and Acquisitions due diligence, corporate standardization, technology road map, develop, implement and direct the Voice of the Customer Program. Customers: Honeywell, Applied Materials, Raytheon, Eaton Aerospace, GE, GD, B. Braun Medical, LAM Research, Input/Output, Intel Corp., Thermo Electron)

Responsibilities included 11 Sites in the USA and 1 in Mexico for design, NPI, R&D, AMS and production

Chair the Corporate Technology Council - Featured Speaker at SMTA, Marcus Evans Electronics Associations International Conferences and American Electronics Assn. (AeA) at Intel Corp.

Completed operational due diligence of two $80M company acquisitions in Malaysia and Seattle WA.

Developed, implemented and managed a corporate wide “Voice of the Customer Survey Program”

Managed business process improvements for a $250M site for 9 months in TX, resulting in a + EBITDA

Implemented a SPC program for SMT equipment resulting in the 1st successful AS9100 audit in Mexico

Developed and Implemented a Vendor Managed Inventory Program saving the company $1.8M cash flow.

Business Unit Manager - August 1999 – January 2001: GKN Sinter Metals, Auburn Hills, MI: Direct report to VP of North American Operations. Responsibilities: P&L for Operations, Program Management, Engineering, Quality, and Production of $13M annual revenue Business Unit – operational control of two Focus Factory Business Units located in Michigan and Pennsylvania. Lead and manage the business unit comprising of 120 DL/IL employees and responsible for implementing and managing Lean Manufacturing & Six Sigma operations initiatives for 21 Global GKN factories.

Increased MI Business Unit production and revenue by 300% in nine months, $2.7M to $8.2M in revenue.

Reduced Annual Subcontracting Fees by $2.7 Million by consolidating 31 suppliers into 18, resulting in lead-time reduction from 61 to 21 days, profit margin increased from 14% to 19%: improved on time delivery from 67% to 96% within 4 months.

Reduced past dues by 95% from $425,000 per month to less than $40,000 per month within 3 months of project completion. This also resulted in a inventory reduction from 6 months to 2 months.

Coordinated and led the organization of a $13 million business unit with locations in Pennsylvania and Michigan. Procured $2.1M in new equipment hired and trained 100 new employees, establishing process and quality controls for a new layout in an existing factory in Owasso, MI.

Developed and implemented 30% capacity improvements resulting in $6.6 M of additional sales revenue.

Reduced inventory by 30% by implementing VMI programs improving Inventory Accuracy to 99%.

Lieutenant Colonel (Retired) Nov 1999 – Jan 2012, US Army – Reserves & AZ National Guard

Captain U.S. Army Aviator, May 1990 – November 1999 on Active Duty (Regular Army)

Military Education and Honors

Professional Certifications / Affiliations:

FAA - Rotary Wing, Commercial Pilot, Single Engine, Instrument Ticket Rating

Certified Six Sigma Black Belt

Lean Manufacturing Certification

American Electronics Association (AeA)

Surface Mount Association (SMTA)

CA Chapter of the VMI Alumni Association

Veterans of Foreign Wars (VFW)

Military Honors and Decorations

Meritorious Service Medals (3) - National Defense Service Medal - Army Lapel Button

Army Commendation Medals (3) - Humanitarian Service Medal - Army Service Ribbon

Army Achievement Medal (3) - Overseas Service Ribbon - Senior Army Aviator Badge

Senior Jumpmaster Badge - AZ ARNG Good Conduct Medal (3) - Reserve Overseas Ribbon

Advanced Military Schools Special Courses and Training

JOC 101; Joint Operations Course (2011) - Anti Terrorist Level II Training (2009)

Command and General Staff College (2007) - Combined Armed Services School (CAS3) (1997)

Aviation Officer Advanced Course (1995) - Advanced Aircraft Qualification Course (KWarrior) (1995)

Overseas Management Experience: China, Mexico, Brazil, Italy, Hungary, France, England, South Korea, Germany, Austria, Holland, Japan, Malaysia, Thailand, Philippines, Czech Republic, Romania, Kazakhstan, Australia.

DOD Security Clearance: SECRET

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