Manager Customer Service

CARLOS BÁRCENA DOMÍNGUEZ

*** ****** ***** • Thunder Bay, Ontario Canada • Phone. 807-***-**** Mobile 807-***-**** •

********@*******.***

SKILLS SUMMARY

Highly Motivated and Results Oriented

Ability to work under pressure

More than 23 years of management experience in Manufacturing and Logistics.

Exceptional comprehension of the Value Chain from Warehouses to Finances.

Experience with Union Negotiations (Collective agreement)

Green Belt Certification

Trained Level 2 OHSA, Chairman of the JH&S Committees

Trilingual: English, French, and Spanish.

Sensitivity to cross-cultural communication

EXPERIENCE RECORD

Engineer Project Operations Manager

1/2019 – Present

Alstom Transport North America at Hornell, NY plant - MTA LRV OH for Baltimore City.

Project Operations Manager Responsible for all Operations Activities in Alstom Hornell NY Site to OH all 53 LRV for MDOT, Baltimore MD.

Responsible for coordinating all the Field Modification applications to achieve contractual reliability figures.

Leader of Project Core team activities to complete MPS deliveries. Accountable for the achievement of Budget Work Packages for the Project. Currently delivering LRV 15 of 53.

The current Core team focus is to finalize industrialization of the IBOM; this will stabilize material deliveries and bring down Manufacturing hours to a goal of 40% reduction, currently 25% achieved. On track to deliver LRV 53 by June 2022.

Head of Operation Services Thunder Bay Plant

6/2017 – 12/2018

Bombardier Transportation Americas

Responsible for Several Production and Service areas within the Thunder Bay Facility. All areas provide Parts and Service to the two main production lines. Toronto Low Rail Vehicle line and the Bi-Level Commuter line.

Head of the Machine Shop and Primary Parts manufacturing area. These areas haD Laser machines, Shears, Breaks as well as spot weld. The Nesting and programming were performed inhouse following the Engineering drawings of the parts. Some parts proceeded to the Sub Assembly Welding area, where they were welded (Aluminum, Stainless Steel). Shot Blast and to Detail paint followed.

Responsible for the Primary Parts warehouse as well of the Security for the plant, Crane Operators, Jeep Drivers, and shippers report to Operation Services.

Responsible of the leading team of tool engineers for fabricating tooling to machine trucks - dotted line

Director of Manufacturing for the Subway for Toronto Transit Commission – Toronto Subway

6/2011 – 5/2017

Bombardier Transportation Americas

Responsible for Manufacture 480 Subway Cars (80 Train Sets) for the City of Toronto, Canada. Accountable for all Manufacturing related activities, as well as to meet EBIT on P&L to Corporate.

Workforce peaked at 450 workers.

OHSA compliant, 750 days without a lost-time accident, all after launching key safety initiatives in 2011. Deployed Direct Hour reduction initiatives and was able to drive Direct Hours per train-set down from 42K hrs to 26K hrs in 1 year. PFEP (Plan For Every Part) and Lean Manufacturing implemented in all production cells was crucial for reach Manufacturing hours close to standard budgeted hours.

Experience dealing with UNIFOR (CAW) union linked facility (1200 workers).

Responsible for leading a multifunctional team to resolve all related issues during the manufacturing stage and also field issues that prevented the Reliability goal from being achieved. Team composed of Two Engineers, Two Methods Techs, 1 Quality Assurance Manager, 1 Planning Manager, and 1 Purchasing Manager.

Project Manager for Toronto Transit Commission – Low Rail Vehicle Project

1/2011 – 6/2011

Bombardier Transportation North America

Project Manager for 204 Vehicles for the City of Toronto Canada. Responsible for Sahagun (Mexico) Scope of Major Structure Fabrication. Stainless Steel

Production of Primary Parts, Minor Subassembly, and Major Assemblies under

the Project Scope. 60% of the Project Hours.

Responsible for Budget Management, On-Time Deliver, EAC (Estimate at Completion) Control.

Leader of the Core Team for the project. Core Team was composed of Methods, Engineering, Quality, Purchasing, Planning.

General Manager

3/2010 – 1/2011

Bombardier Transportation North America –Bombardier Consortium Malaysia – Kuala Lumpur

General Manager for the Hartasuma-Bombardier Consortium. Leader of the ART (Advanced Rapid Transit train) project in Malaysia consisting of 140 cars (35 trains). Bombardier Representative to Final Customer Rapid KL, Malaysia Government Branch.

Operational Support to Hartasuma-Bombardier Consortium in Westport Facilities. Task team formed to help Malaysia Partner to dress the passenger cars, 35% of the Scope of Project. Workforce Blue Collar - 235 workers, White Collar – 50 workers

Unit Leader / Production Manager Export Contracts

8/2008 – 3/2010

Bombardier Transportation North America – Mexico Sahagun

Responsible for the results and performance of all areas of the Export Contracts Business Unit.

Responsible for the fulfillment of the Budget and MPS to deliver Trains.

The areas reporting to this position included in the Business Unit daily operation: Planning, Engineering, Manufacturing, Testing, Quality Assurance, Continuous Improvement, Methods.

Projects Executed:

oKuala Lumpur Kelana Jaya Fleet Expansion Project

Thirty-five four-car trains (140 cars) for Prasarana and Rapid KL.

The production scope was from Aluminum Welded Car Shell, Full 3 color System Paint Process, Harness Routing, Interior Assembly, Testing and Shipping to KL

Workforce - 170 workers

oGVTA - Vancouver 2010 Olympic Train ART for Fleet Expansion

24 two car Trains (48 cars) Manufactured Including – Welding of Aluminum Car Shell, Full 3 color System Paint Process, Harness Routing, Interior Assembly, Testing, and Delivering - for Sky Train customer in Vancouver Canada.

This train was delivered to meet the Vancouver 2010 Winter Olympic game transport demand in Vancouver City

Workforce - 235 workers

oChicago Transit Authority (CTA)

Start Up of Production of 12 under-frames.

The Under-frames were sent to Plattsburg New York USA for car assembly

Workforce - 26 workers

oEMD (Electro-Motive Diesel)

Closure and ramp down of contract by manufacturing the last 35 Locomotors for Final customers CN and UP (Union Pacific Railways)

Workforce - 350 workers

Plant Manager and Operations Manager for Mexico

5/2005 – 8/2008

Leggett & Platt - Mexico Division

Responsible for the operations of three Business Units: Monterrey, Guadalajara, and Mexico. These units had over 600 workers. Revenue of 44 million USD per year. All businesses within budgeted EBIT (+10%).

Responsible for Customer Relationship and Customer Satisfaction covering all aspects of Quality & On-time Delivery.

Developed Key Performance Indicators to manage the branches successfully to meet business and operational goals. Indicators measure and control all aspects of the operations in the Business Units, from Customer Service, Continuous Improvement Projects, Quality ISO9000, etc.

All units compliant with ISO 9000 – 2000.

Direct reports to different areas at corporate, Quality Assurance, Operations, Sarbanes & Oxley compliance, Finance, Corporate Accountant Dept, etc.

Responsible for P&L and Operational budgets for all three facilities.

Accountable for the Development and delivery of products for the Automotive Industry.

Branch Manager (Plant Manager)

3/2004 – 5 / 2005

Leggett & Platt - Mexico Division

Responsible for a plant in the north area of Mexico City USD 24 M of sales per year. The areas reporting to this position were: Customer Service, Production (3Shifts Superintendents - 24 hrs production), Lead Mechanics, Quality, Continuous Improvement, Purchasing, Branch Controller, Warehouse/Inventory Manager, Shipping Manager.

Branch Key Performance Indicators: EBIT of Branch, Production @ Cost, Revenue Sales, On-time Delivery, Customer related Indicators.

Reduction of Quality Credit Dollars to 0.12 % of Net Revenue.

Successful processes implemented: ERP system, ABC costing (production at cost), Re-certification of LP9000 Quality System.

Business Manager

6/2000 – 3/2004

ALSTOM Transmission & Distribution Business US & Mexico Division Transmission and Distribution Equipment

Responsible for a business of 5 different products, a workforce of 240 people. Responsibility of Revenue of 31 MUSD of sales per year.

Responsible for the Design, Engineering, and Test of various products like Power Circuit Breaker, CCMs for Power Generation Plants, Medium Voltage Metal Clad & Power Substations. The responsibilities comprised all the steps of the solution providing process, starting from understanding customer needs, searching and proposing the correct product, quoting, receiving Purchase Order, Planning, Producing, Delivering, and overseeing product was correctly installed in the site.

Directly Responsible to Sell and provide Medium and Low Voltage Equipment and solutions to all Florida State in the US (Florida Power & Light) and Georgia State in the US (Georgia Power).

Responsible for the Sales and Operations Plan to Deliver Medium Voltage Breakers to Alberta, Canada. Mainly Oil Extraction Business.

Three production lines in the factory plus a specialized product assembly area.

Several projects ran with successful results: Cost reduction of 30% through redesign of products (Power Circuit Breakers), Reduction of 50% of direct hours through the process of re-engineering, Brand New product development.

Two Strategies being applied, Mass production for standard products, and substantial repetitive orders, Mass Customization for all different suppliers that require specialized attention, BTO - Build To Order to meet diverse customer needs.

Worked with Customers to find the right solution to their needs from the Transmission and Distribution perspective, from Power Generation Plants to Walmart Substations at Store Locations

Logistics Engineer

4/1998 - 6/2000

Alstom T&D Mexico

Participation in the implementation of the ERP system for the company. Master Production Scheduling was made based on S&OP (Sales & Operation Planning). Coordination between forecast and sales was made to attend bias on

forecasting.

Completed Projects:

oStandardization of BOM s for several "standard" products.

oProfitability analysis for all existing products, some new products were planned, and some others removed from the catalogs

EDUCATION

3/2018 PEO (Professional Engineers of Ontario)

PEO – Law Exam Pending – Last Step

6/2015 JHSC (Joint Health & Safety Committee) Member Training and Certification, Ontario Canada

Legally certified act as JHSC Chairman in Canada

4/2008 Georgetown University – Washington D.C. USA

Magellan Program – Leadership in Modern Business – Phase II Complete

2/2005 ITESM - Monterrey Institute of Technology - Mexico City

Masters Degree - Master in Business Administration

7/2004 Process Improvement Training – Montpellier, France

Lean Manufacturing Training, Layout & Process Improvement in Alstom Plant

Six months to implement Assembly Line for Medium Voltage Business activity.

7/2001 Green Belt Seminar Mexico-Mexico-Mexico city

Green Belt Degree Reached

This course teaches the use of all the Continuous Improvement tools. Eradication of Problems, methodology applied to find Point of Cause and develop and find real causes of things.

10/1999 French Allianz Mexico-Mexico-Mexico city

Study of French Language, 3 levels completed, 50% read, written and spoken.

12/1998 ITESM – Industrial Engineering - Monterrey Institute of Technology Mexico-Mexico-Mexico city

Industrial Engineering Degree

REFERENCES PROVIDED UPON REQUEST

Contact this candidate