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Manager Injection Molding

Reno, NV
April 15, 2020

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**** ******* **** ** ****, NV ****3 925-***-****


Manufacturing Operations/Line Management

I have achieved ascending levels of manufacturing leadership, delivering bottom-line improvements in world-class manufacturing operations. I’m experienced in all aspects of the business including Safety, Quality, Productivity, Cost and Human Resources. I’ve proven my abilities in day to day, short and long term production and project management.

Core Strengths & Expertise

Production shift supervision/leadership

Associate Development

Multi-project management

Lean manufacturing (JIT, PDCA, 5s)

Inventory reduction

Waste reduction

Production line management

New product introduction/launch

Safety, quality & regulatory programs

Budget/financial management

Process & efficiency improvements

Data management, analysis & reporting

Cross-functional partnerships

Manpower scheduling & assignment

Career Progression

Tesla Motors, Fremont, CA & Reno, NV January 2011 to present

January 2018 Production Manager Assembly, injection molding & Stamping

December 2016 Unit Leader General Assembly (GA)

January, 2012 Associate Manager Production Plastic’s molding & Paint

January, 2011 Project lead / Supervisor Plastics injection molding

I currently have ownership of injection molding, stamping and the first group in the battery assembly process. General responsibilities include providing leadership to production, machinist & general maintenance supervisors and eight engineers across four shifts. We are a 24/7 operation. Leadership activities include teaching and creating a safe and productive work environment, teaching how to find waste and eliminate waste with the goal of producing better quality at a lower cost. Additional responsibilities including production scheduling, machine and man capacity planning and capx planning and reviews.

Accomplishment highlights:

Reduced total headcount in my area 38% (140 to 101), (Tesla Reno)

Drove volume from 2000 to 7000 per week, (Tesla Reno)

Improved first run yield from 90% to 96%, (Tesla Reno)

Reduced Assembly line down time by ~ 50 mins per day (Tesla Fremont, GA)

Improved safety, OSHA Prior YTD (Jan to Dec, 2016 22 OSHA, Jan to Dec 2017 9, (Tesla Fremont, GA)

Overtime reduced from ~ 24 hours (4 people x 2 hours x 3 shifts) a day to less than 9 (GA)

Improved quality (Incidents per vehicle, IPV) ~ 20 % (Tesla Fremont, GA)

Successfully launch of Model S, Model X and Model S refresh (Tesla Fremont, Plastics)

Exceeded volume ramp plan (both molded parts volume & sub-assembly process) (Tesla Fremont, Plastics)

Scrap reduction of over $9.00 per vehicle (Tesla Fremont, Plastics)

Successful introduction of sequenced parts delivery (Tesla Fremont, Plastics)

Initiated weekly management / associate meeting (Tesla Fremont, Plastics)

New United Motor Manufacturing (NUMMI), Fremont, CA August 1993 to December 2010

May 2001 to December 2010 Assistant Manager Plastics Production & New Model Projects

May 2001 Senior Group Leader (Production Supervisor) General Assembly

October 1996 Group Leader (Production Supervisor) General Assembly

October 1994 Team Leader, General Assembly

August 1993 Team Member, General Assembly

Manage daily operations, production contingencies, safety, quality, efficiency improvements, production volume, cost control, and short- and long-term planning. Supervise and train 55-60 employees, including group leaders, in unit with approximately 120 employees. Drive rapid problem resolution by establishing and maintaining strong rapport and cooperation with senior management, union leadership, and hourly employees. Initiate numerous quality and efficiency kaizens (improvements). I directly supervised the assembly groups & teams.

Accomplishment highlights:

Took lead role in creation of Plastics Service parts group. Results included:

Exceeded 94% on-time delivery target in 6 months; achieved 100% for 7 months in a row.

Reduced net inventory held in warehouse by maintaining on-time delivery at sustained 98%+ for 5 consecutive years.

Contributed to successful launch of 3 major models as New Model Plastics Manager and exceeded ramp-up schedule for new model launches. (Plastics)

Introduction of water borne I.P. and fascia paint, reduce VOC emissions. (Plastics paint)

Reduced production supervisor OT administrative work by 30 minutes per shift by creating and implementing automated fascia (paint) daily report. (Plastics Paint)

Achieved 46% quality improvement in plastics bumper sub-assembly by identifying and analyzing problems and by implementing process flow and layout changes. (Plastics sub-assembly)

Maintained volume and quality while eliminating third-shift and reducing headcount by 12. Resulted in over $900,000 in annual labor savings. (Plastics molding)

Created database to track daily production. Improved data collection, historical trends and problem identification. (Over 7 years in use, Plastics)

Improved quality by 44%. Achieved and exceeded Defect Per Vehicle (DPV) target. (Trim 1, GA)

Reduced downtime 28% by moving the process and rearranging work to follow the concept of job completion. (trim 1, GA)

Successful elimination of one process. Resulted in $ over 175,000 in annual labor savings (one process, two shifts). (Trim 1, GA)


Bachelor of Science in Business Administration/Economics, Saint Mary’s College, Moraga, CA

Computer Science/Programming Studies, Las Positas College, Livermore, CA

Toyota & NUMMI Training

Leadership Management Communication & HR

Toyota Production System Plan Do Check Action (PDCA) Presentation Skills

Toyota Way Problem Solving Diversity Training

Coaching for Performance Improvements Standardized Work A3 Report Writing

Coaching for Commitment & Results Ergonomics Meeting Skills

Facilitative Leadership On the Job Development AB 1825

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