Luciano De Cesare

El Paso, TX *****

Mobile: 915-***-****

Email: adiu8t@r.postjobfree.com

Naturalized US citizen

SUMMARY OF QUALIFICATIONS

Proven Manager/ Director, helping companies translate their business goals to reality. Remarkable track record of improvement in operations.

Collaborative, consultative and influential leadership. Oriented to results, Team builder, highly motivator.

Currently seeking a rewarding opportunity in which I can utilize my skills and extensive experience.

More than 20 years in progressive roles of management, improving the operations in term of productivity, quality, inventory and financial targets.

Experience in plant/operations/manufacturing management within Automotive (Tear 1 and 2), Home Appliances and Consumer Electronic industries.

Management of huge headcount (up to 966 employees in 2 plants from 2006 to 2015) and member of the high management team in an organization of 4,200 people.

Direct experience/ability with P&L and budget. Experience to improve the operating margin by cost reduction, waste elimination, efficiency and productivity improvement.

Ability to motivate subordinates and create a good team, while guiding and coaching them.

Long experience (12 years) with automotive industry as Tear 1 and Tear 2 supplier. My team and I have just passed the IATF 16949 audit in October 2018 (also just trained in IATF 16949 and Core Tools).

Strong experience in implementing a metrics driven management system (Dash Boards) and continuous improvement.

Strong practical experience in Lean Manufacturing, through Standardized Work and Kaizen events.

Experience with GEMBA, 5S, JIT, Visual Factory, Kaizen, Kanban, WCM, ISO 9001, IATF 16949, Automotive industry as Tier 2 and Tier 1, Lean transformation, Change Management.

Supply chain management.

Leadership style through high influence, by convincing in taking the change through the examples of the coming advantages.

Ability/experience to work in a multicultural environment.

Not only operations, but also ability to engage with the customer, to respond to RFQs, to negotiate, to establish good relationships, to find new customers and acquire new business

Bilingual, Spanish and English, plus native Italian.

Experience of a medical product validation process.

Experience in plastic injection molding since 2000 (more than 18 years), with compact, gas assisted, structural foam, counterpressure, Rapid Heat Cycle Molding, clear, multi-shot (2K, 3K, 4K) plastic injection molding.

PROFESSIONAL EXPERIENCE

Company name: Brenta

Period: 08/2017 to Present

Place: Cd. Juarez, Chihuahua, Mexico

Brenta S.p.A. is an Italian company specialized in the production of plastic injection components and injection molds construction for the Tear 1 automotive suppliers (mainly car lighting) and for the home appliances industry. Brenta Moulds de Mexico is the Mexican subsidiary.

Position: General Plant Director

In charge of the brown-field startup of the operation in Cd. Juarez (rented building):

- Buying and installing utilities and production equipment (task accomplished)

- Hiring the technical people (process technicians, mold technicians and quality engineers), organizing the training in the headquarter (task accomplished)

I have the power of attorney as General Manager

In charge of the local contact with customers

In charge of the local business development

In charge of the operations and its continuous improvement (KPI and its improvement)

In charge of the P&L, budget, expenses (Opex) and Capex definition.

Key Achievements

Overhead cranes, utilities as compressor, cooling tower, chiller, installed up and running

Engineers for quality, process and tool room hired locally and trained in Italy

First part molded in at the end of March 2018, parts approved by customer. Second line started in June 2018.

Up to date: 0 PPM with the customer, OEE as high as 92%, internal scrap rate below less than 3.0%.

Passed the audit for IATF 16949 at the end of Oct. 2018 and November 2019.

From the beginning (2018) of the production operations, the P&L shows positive cash flow building operating margin from 2020.

Company name: Automotive Lighting North America

Period: 10/2015 to 07/2017

Place: Cd. Juarez, Chihuahua, Mexico (American corporate company)

Automotive Lighting produces head lamps and tail lamps for cars (Chrysler, Dodge, Fiat, GM, Ford, Cadillac, Lincoln, Honda, Toyota, Mercedes, BMW, and Tesla) and is a division of Fiat Chrysler Automobile (FCA). Automotive Lighting is today World leader of the market and its products are the most innovative from technological point of view.

Position: Operation Manager of Pre-Production (Plant 3)

I am in charge of the plant 3 with the following processes: Injection Molding (25 machines from 550T up to 1900T with 1, 3 and 4 shots injection), Metallization (7 machines), Pad Printing (3 machines), all working 24/7 with the operative system of World Class Manufacturing (WCM). I manage around 300 people including the function of quality, manufacturing, process engineering and production.

I was part of the management team to analyze the P&L vs budget. Not direct responsibility but involved in the analysis and in the action plan.

Key Achievements

Responsible for the Balanced Score Card of my area (several KPI, some described and improved below), applying the continuous improvement approach (see below for detailed improvements);

Improvement of the O.E.E. of 18 percentage points;

Increased the inventory of 25% to a safe level avoiding downtime. This has been done for the critical production clusters in order to face the coming peak season in March-June 2017;

Strong reduction of the human error damages to the plastic injection molds. In 2017, out of 100 events, only 2 are for human error (improvement of 10 times);

Overtime reduction of 30%;

Support to the other plants/departments, receiving some model and relief their capacity;

Top down program for accountability on safety;

WCM method for continuous improvement: data collection, stratification, top offenders, Kaizen Journal;

Hour by hour production control and escalation process implementation in the critical clusters.

Change agent for the district/domains organization change in the production area (involving all team leaders, supervisors and machine Leaders)

Company name: BM de México

Period: 08/2004 to 09/2015

Place: Cd. Juarez, Chihuahua, Mexico (corporate: BM Italy)

BM de Mexico produces components for Automotive, Appliances, Consumer Electronics industries. The processes are plastic injection molding, low and high gloss painting, pad printing, assembling. It belongs to an Italian corporate that sent me over sea to manage up to 2 plants located in the same city of Cd. Juarez. The main customers are VW, Automotive Lighting, Electrolux home appliances, ACSA, Autokabel, Robert Bosch, Philips, Wistron, LG, Vizio.

Position: General Plants Manager

I had full responsibility of the P&L and budget, of electronic access and responsibility of the bank accounts (signing off electronically the payments to suppliers, payroll, and so on). In charge of the operations of 2 plants with plastic injection molding, painting and assembling/decorating of parts for home appliances, head/rear lamps of cars (Tier 2), radiator grills for Volkswagen (Tier 1), and stadium loudspeakers. From 2011 in charge not only of the customer operational contact (customer satisfaction), but also to quote and acquire new business and new customers. I was the change agent leader when in 2009 we started to go from the consumer electronics market to the automotive market.

Management of two plants (in Cd. Juarez, Mexico): plastic injection molding (plant 1), assembling and painting (plant 2), quality, logistics, maintenance, purchasing, engineering, HR and administration, for a total up to 966 people (the highest number of people managed in 2007);

Responsible for the operations (quality, cost, deliveries), investment budget, P&L monthly statement, business development by managing sales and introducing new customers.

In charge of the P&L, budget, expenses (Opex) and Capex definition.

Key Achievements

Continuously maximized the company profitability. Continuous action for EBIT improvement: validation of alternative material; negotiation with supplier base; application of the consignment for expensive materials; application of Lean: one-piece flow, waste reduction, dynamic Kanban for the scheduling of the production;

Change agent leader for the lean transformation, starting with one-piece flow, for the Lean transformation: successful;

Strong focus on customers and their service level. On Time Deliveries (OTD) at 97% in July 2015

Focus on safety: in 2015 up to July 2015, the plant had 2 accidents and 10 incidents (improving).

Opened a second plant in 2006 for painting and decorating for massive profit in 2007 and sales record (40 MUSD and 966 employees, sales increase of 15 MUSD during that year)

I found and I negotiated strongly the purchasing of the building (the first owned by the BM corporate) for Plant 2 for 2.5 MUSD, against an appraisal value of 4 MUSD (excellent deal).

Started up several customer projects (at least 20 projects per year) as well as new technology (steam injection or RHCM, structural foam molding, high gloss painting for piano black parts).

Fixed cost reduced first from 4.3 MUSD to 2.7 MUSD, and then from 2.7 to 1.8 MUSD after the 2009, when the process of automotive conversion started,

I acquired 3 big customers: Automotive Lighting, Electrolux Home Appliances and Robert Bosch. Those customers made the 75% of the total annual sales.

New cost focused projects with: RFQ responded to customers, validation, production startup, tuning to get better cycle time, cost saving projects in terms of direct material and labor, etc.

Implemented ERP system

Started up the business with the automotive market (ISO TS 16949) and passed the process audit of Volkswagen VDA 6.3. Then started the business with VW, Puebla, as Tear 1 supplier.

Change agent leader for the transformation to supplier Tear 1: successful.

Company name: BM Poland

Period: 01/2000 to 08/2004

Place: Kwidzyn, Poland (hired by the Italian corporate company)

BM Poland produces components for Consumer Electronics, Air conditioning system, High End Consumer Electronics industries. The processes are plastic injection molding, low and high gloss painting, pad printing, assembling. It belongs to an Italian corporate that sent me as expatriate. The main customers were Philips, B&O, ACSA, Jabil.

Position: Plant Manager

I had full responsibility of the P&L and budget. In charge of the operations and the customer satisfaction, but also of the RFQ process with the local customers.

Management of approximately 380 people in the following departments: plastic injection molding, assembling, painting, quality, logistics, purchasing, maintenance, engineering, HR and accounting.

Responsible for the improvement of quality, efficiency, and on time deliveries.

In charge of the P&L, budget, expenses (Opex) and Capex definition: in 2000.

Key Achievements

Improved quality up to the level of attaining the award for top supplier for 3 years from the most important customer (Philips)

Doubled the production capacity (installed new equipment and improved cycle times) and doubled the production covered area of the building and the warehouse are with an external construction

Introduced electrostatic painting technology to the company, generating substantial savings on paint

Operating margins at a level of 16-18% (very good result) and for that the BM Group send me to manage the branches in Cd. Juarez Mexico and El Paso TX USA as a promotion.

Company name: Industria Formenti Italia

Period: 01/1996 to 12/1999

Place: Sessa Aurunca(CE), Italy

Formenti produced TV sets with several customer brands, as Clatronics, White Westinghouse, etc...

Position: Productions Manager

Full responsibility of the operations of plastic injection molding, painting, Surface Mounting Technology, PCB test, and final assembly lines of the TV sets, for a total of 360 people) and then IT, planning and procurement.

Key Achievements

Improved customer satisfaction by improving the planning: OTD improvement of 18%.

Reduced paint use: cost reduction of 30% with new technology (electrostatic painting)

Wrote several quality procedures for the production department.

EDUCATION

Electronic Engineering degree, at University of Naples "Federico II", Italy, 110 / 110 cum laude (with the highest honors).

The transcription of my Italian degree is the equivalent of a US Bachelor degree and Master degree in Engineering, Electronics and Industrial Automation (BSEE and MSEE).

Training: Resin, Injection Molding, Painting, ISO 9001, ISO-TS16949, IATF-16949, FMEA, PPAP, control plan, 8D, 5 whys, PDCA, MRP, ERP, 5S, Gemba, effective communication, leadership, Lean Manufacturing, standardized work, continuous improvement, Kaizen, Six Sigma, WCM, problem solving methods, Supply Chain Management, budgeting, Capex management.

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