ALEJANDRO FLORES

**** ****** ***** ****: 828-***-****

Georgetown, Indiana 47122

Email: adnsr6@r.postjobfree.com

EDUCATION AND PROFESSIONAL DEVELOPMENT

Bachelor of Industrial Engineering, Universidad Autonoma Metropolitana.

Software knowledge

Bilingual, fluent in both English and Spanish

Global multi-site environment experience in unionize and non-unionize plants

Toyota Production System training completed by Toyota Production System Support Center

Lean Operations Management, training completed by Kaizen Institute

SUMMARY

Manufacturing Operations Manager with more than twenty years of increasingly responsible experience in the automotive industry. Trained in the Toyota Production System methodology with an emphasis on the use of continuous improvement tools, I have consistently exceeded production schedules by implementing improvements in productivity and manufacturing efficiency. I am experienced in domestic and international operations and I am fluent in English and Spanish.

AREAS OF EXPERTISE

Toyota Production System Lean Manufacturing & Process Improvement

Budget Administration/Cost Management Team and Staff Leadership & Development

Total Quality Management Project Management

Supply Chain Management Operations Management

TPM APQP Training (Ford Institute Co)

P&L responsibility

PROFFESIONAL WORK EXPERIENCE

Autoneum 2019- 2020

Plant Operations Manager

Lead turn around process to meet the business case goals in each Value Stream in the plant.

Responsible to implement Lean Manufacturing and TPS principles to get the cultural change focus on Operational Excellence Plant Operation basis

P&L responsibility.

Responsible to develop the plan strategy to achieve the annual savings projected in budget.

oDefine Saving Initiatives per Value Stream focused on reducing supplies, material/scrap cost and improved labor productivity.

Actively coached team members to develop and improve problem solving skills:

oStandardized process using visual management and daily audit

Accomplishments: 20% lost time reduction Incident reduction, Quality Performance improvement from 2000 ppms to 120 ppms, Labor Productivity improvement from 47% to 76%, OEE improvement from 60% to 72%, Maintenance Downtime reduction 20%, Change Over time reduction from 16 hrs to 4 hrs so far.

Hendrickson 2018 -2019

Plant Manager

Manages, coordinates, provides leadership to and directs the work of assigned staff. Develops direct reports with the skills to lead, coach, and mentor their own direct reports.

Manages the development and maintenance of the manufacturing processes and technologies to support zero defects, ensure on-time delivery, and be cost competitive.

Ensures planning systems are coordinated to exceed customer expectations.

Ensures on-time delivery and quality objectives are met and takes timely corrective action when goals are not achieved.

Assure accountability and discipline within the plant.

Responsible for leading, actively managing and engaging shop floor personnel in all plant safety and health programs.

Manages continuous improvement processes to achieve consistent improvements in key operating metrics and ensures improvement processes are sustainable & the culture accepts and reinforces them.

Maintain and fosters a positive working relationship with all levels of the organization; reinforces a team approach to develop plant synergies and reinforces and models appropriate behaviors supporting corporate values.

Continuously works on improving our manufacturing processes and develops methods to reduce waste and reduce costs.

Acomplishments: 30% lost time reduction Incident Reduction, Quality Performance improvement from 235 ppms to 135 ppms, Plant Attainment improvement from 58% to 82%, Change Over improvement from 8hrs to 4 hrs and Cycle Time improvement from 28’ to 24’, Maintenance downtime reduction 25%, IATF 16946 certification.

Sypris Technologies Inc. 2005 – 2017

Operations Manager (Mexico, North Carolina & Louisville)

Lead strategic operation planning and project management in both forging and machining operations, achieving all targeted metrics

Collaborate with TPS infrastructure on developing the future roadmap for the Company’s model line as the “State-of-the-Art Line” implementing appropriate technology

Accountable for strategic initiatives related to driving a Lean culture:

Initiatives implemented focused on reducing supplies, material/scrap cost and improved power consumption

Managed Kaizen events to achieve goals in all manufacturing areas

Actively coached team members to develop and improve problem solving skills:

Standardized process using visual management and daily audit

Accomplishments: 80% lost time Incident Reduction, Quality Performance under 25 ppms, Productivity Improvement from 50% to 75%, Change over time reduction form 60’ to 30’, Maintenance down time reduction (85% availability performance), Over time reduction less than 1.5% of sales.

Pliant de Mexico, 2004 – 2005

Operations Manager

Consolidated and maintained cost conversions within targeted amounts

Successfully reduced scrap from 23% to 13.3%

Improved on-time deliveries and eliminated backorders

Held responsibility for the development and implementation of continuous improvement strategies by utilizing Kaizen events

Accomplishments: Zero lost time incidents, Scrap reduction from 23% to 13.3%, Productivity Improvement from 55% to 70%, Zero past due in deliveries, Record Integrity improvement from 80% to 95%

Johnson Controls Industries (Automotive Seating Division) 2000 – 2004

Materials Manager

Achieved planned customer on-time delivery requirements, while keeping inventory value low, increasing inventory turns, avoiding obsolete inventory and minimizing premium freight charges

Production Manager

Production responsibilities included:

Automatic presses (100 to 800 tons), tube and wire bending

Mig. welding process and the manual and automated welding robot lines

Lead continuous improvement program "KAIZEN" through leadership and development in all stamping areas.

Value stream mapping improvement from 60 days to 8 days

5s, implementation & standardized process through visual management

Supported new program launches to meet our 0-0-100-60 targets

Accomplishments: 85% lost time Incident Reduction, Quality Performance under 20 ppms, On time Delivery Performance improvement from 85% to 95%, Record Integrity Improvement from 87% to 95.5%, elimination on Premium freights, Productivity Improvement from 65% to 87%, Change over time reduction from 140’ to 24’, Maintenance down time reduction (85% availability performance), Over time reduction less than 1% of sales.

John Crane de Mexico 2000

Production Manager

Held responsibility for machining CNC and conventional production departments (lathes, machining centers, grinders, drills and mills)

Improved and transformed seals assembly areas, implemented preventive and corrective maintenance programs

Collaborated with ERP infrastructure “Manufacturing Pro” to achieve 100% production schedule

Accomplishments: Zero lost time incidents, Scrap reduction from 4% to 2%, On-time delivery rate improvement from 85% to 92%, improved sales reflected in 25% additional revenue.

AMP de Mexico S.A (Automotive Division) 1993 - 1999

Production Manager

Responsible for stamping business unit control, (high-speed presses up to 300 tons), and assembly lines.

Leading continuous improvement culture change and drive problem solving to improve productivity performance.

Launching implementation process in the floor accountable for safety, quality, delivery and cost.

Accomplishments: 90% lost time Incident reduction, Quality Performance under 30 ppms, On Time delivery Performance improvement from 85% to 97%, Over time reduction, machine utilization improvement from 65% to 85%.

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