Temecula, CA *2592
Cell - 951-***-****
Improved overall department performance results within a two-year time span. Increased annual productivity and methods savings by $1,500,000 with The Scotts Company.
Awarded an increase of $5.5 million dollars to a $35 million-dollar account for plant performance improvements and defect reductions with Kimball International.
Reduced production costs, labor requirements, and increased production efficiencies by establishing six sigma, production control systems, safety programs, 5’S and motivation incentives. Achieved annual savings in excess of $400,000 with Leggett and Platt.
Improved production efficiencies by 30%, reduced defects by 40%, and improved overall productivity by changing production scheduling procedures. Achieved annual savings of $900,000 the first year and $1,500,000 the second year with The Boeing Company.
Successfully conducted several English/Spanish Kaizen events reducing non-value-added work, increasing productivity and costs reduction by involving workforce, implementing and sustaining improvements with The Scotts Company and Leggett and Platt.
Coordinated and implemented the first professionally formalized training programs by involving key hourly personnel in several departments with The Scotts Company and Leggett and Platt.
Successfully started and transferred several plants and production lines from the USA to Mexico with Virco Manufacturing, Leviton Manufacturing, and Ceco Building Division.
Wrote the first engineering and manufacturing procedures, English/Spanish manual that became the model for company operations with Virco Manufacturing and The Scotts Company.
Received several awards from companies for successfully reducing costs and creating a teamwork environment with The Boeing Company. As plant manager, reduced the labor turnover to the lowest in the area with Leviton Manufacturing Company.
I have 10 plus years of experience in management in a multi-facility environment
and a 24/7 operation in the plastics, wood and steel industry with Virco Manufacturing and The Scotts Company.
Knowledgeable in SB198, OSHA safety requirements.
Denso Corporation, Murrieta, CA 7//2017 – present
The RiteScreen Company, Rancho Cucamonga, CA 4/2016 - 6/2017
Essential Duties and Responsibilities:
Participates in formulating and administering company policies. Directing and coordinating all
department activities to develop and implement long range goals and objectives to meet business
and profitability growth objectives.
Reviews analyses, costs, operations and forecasts data to determine department or division
progress toward stated goals and objectives.
Turned around to profitability in a very short period of time.
Self-employed: 11/2013 to 4/2016
Coffee Roasting: Wholesale and Retail in Northern Mexico. www.cafeelvaquero.com
The Harris Products Group, A Lincoln Electric Company. City of Industry CA 2/2013 – 11/2013
Operations Manager – Western Region
Responsible for leading the Manufacturing, Engineering, Maintenance, Scheduling and Distribution teams of the Harris Products Group in City of Industry California and Tijuana Mexico locations
Ensuring successful completion of goals and objectives from strategic planning through implementation. Reducing lead times by 50% and prices by 40% to 60% by introducing new local and international suppliers. Savings of approximately 1.5 MM dollars per year.
Responsible for identifying and securing the needed resources to improve customer service, manufacturing costs, process improvements and distribution excellence.
Lead these teams, by setting goals and objectives to position the facilities ahead of the competition and ensure up-to-date manufacturing practices and technology are utilized. Implemented 5'S and Lean/Six Sigma Manufacturing Methodologies across the production floor with an overall saving of 30% reduction in rework orders and 25% improvement in production efficiencies.
Travel to other facilities and/or suppliers.
Ashley Furniture Co., Colton CA 11/2010 – 12/2012
Continuous Improvement Manager
Responsible for all aspects of process improvements. Trained Mangers and Supervisors in the
Lean/Six Sigma Methodologies. Overall savings of 15MM steps per year during the production processes and increased Quality improvements by reducing customer complaints by 25% per year.
Conduct training and Kaizen events, coordinate, implement and sustain improvements to meet strategic plan.
As an Idea Network Coordinator was able to promote a Continuous Improvement Culture by involving the participation of employees at all levels. With an annual savings of 5MM.
As a Quality Testing Lab. Manager was able to reduce turn around testing time by 50% by implementing visual aids and written SOP's.
Lazar Industries Inc. Los Angeles CA 2/2008 – 7/2010
Essential Duties and Responsibilities:
Participates in formulating and administering company policies. Directing and coordinating all department activities to develop and implement long range goals and objectives to meet business and profitability growth objectives.
Reviews analyses, costs, operations and forecasts data to determine department or division progress toward stated goals and objectives.
Confers with CEO, VP of Operations and other administrative personnel to review achievements and discuss required changes in goals or objectives resulting from current status and conditions.
Develops, reviews, updates and implements strategic planning including sales, financial performance and new product development.
Oversees manufacturing to review production and operating reports and resolve operational, manufacturing and facility problems to ensure minimum costs and prevent operational delays and to meet future growth.
Oversees key projects, processes and performance reports, data and analysis.
Reviews and supports Engineering and Sales to oversee design concepts with fundamental or new technology used for new or existing products or improvement to provide cost reduction, safety, customer requirements and market growth.
Reviews operations and plans to meet requirements for sales planning and to ascertain manufacturing or outsourcing requirements to develop new markets.
Reviews and approves preparation of accounting analysis for budgetary planning and implementation, production efficiency and financial reporting.
Maintain current, accurate information on new developments, economics and other subjects relative to continued success of the company.
Reason for leaving: Company was acquired by a different group of investors.
Tamar International Trading and Manufacturing Co. Temecula CA 7/2004 – 2/2008
Consulting - specializing in the implementation of lean manufacturing
and the start up of businesses along the USA- Mexico border.
Working with the State of Baja California, Mexico, promoting and implementing new manufacturing operations in the state, in an agreement with the Secretary for the Economic Development of the State of Baja
I have been instrumental in setting up transportation and distribution operations across the USA/Mexico border.
I have assisted with setting up new manufacturing operations for steel chairs and plastic products in Yuma Az and San Luis RC. Mexico.
Leggett and Platt (Morgan Marshall), San Bernardino CA 3/2004 -7/2004
Manufacturing Manager (Plant Manager) supporting 250 employees.
Manufactured steel racks and shelves for Wal-Mart, Lowe’s, Home Depot and Old Navy.
Managed all manufacturing processes, maintenance and facility management including all manufacturing employees. Responsible for coordinating the internal scheduling for all manufacturing products to ensure on-time customer delivery.
Continuous improvement of manufacturing processes and the setting of standards for work centers.
Reason for leaving: Business unit moved to China to supply Wal Mart with racks and shelves for their new stores in China.
Kimball International, Flexcel, Based in Jasper, Indiana
Tijuana, Mexico 7/2002 - 3/2004
Operations Manager (Plant Manager)
Start up of a new manufacturing plant in Tijuana, 2003-2004
Manufactured big projection TV cabinets for SONY
Operations grew to 100 people in 3 months.
Operations Manager (Plant Manager) in Mexicali, Mexico 2002-2003
Responsible for all phases of management activities for 200 employees.
Manufactured big projection TV cabinets for Mitsubishi.
Daily responsibilities included:
managing production (560 direct labor employees), coordinating with customers, six sigma, suppliers and internal departments involved in different manufacturing processes; designing and realizing tooling and fixtures; production planning and deliveries, active participation in proposals/RFQ's, establishing development and manufacturing costs; maintaining and improving quality level including SPC and ISO 2000 selective implementation; in-process inspections; improvement and corrective action; setting up quality teams; estimating, setting up and implementing maintenance procedures. Oversaw and validated purchasing department operations and scheduling.
Reason for leaving: The two customers, Mitsubishi and Sony, changed their market share direction to flat and plasma TV’s and phased out of the projection TV’s. Kimball closed down these two plants.
Scotts Temecula Operations, Temecula, CA 4/1999 - 3/2002
Process Improvement Manager, 2001 – 2002
Manufacturer of lawn spreaders with plastic and metal components, a 24/7 operation.
Responsible for all phases of process improvements. Conducted training and Kaizen events, coordinated, implemented and sustained improvements to meet strategic plan.
Assembly Manager, 1999 – 2000
Responsible for the assembly department. with 350 direct labor associates and 4 supervisors for all 3 shifts and 9 assembly lines. Annual volume 10M units and a $20M expense budget. Implemented lean manufacturing culture.
Industrial Engineer, 3 months
Responsible for layout of the assembly department and establishment of production standards. Balanced assembly lines and motivated associates by conducting Kaizen events and training.
Reason for leaving: The Scotts Company decided to import most of the assemblies from China, drastically reducing the manufacturing operations and turned the plant into mainly a distribution center.
The Boeing Co., Everett, WA 6/1997 - 4/1999
Responsible for monitoring daily production performance, planning and scheduling the 747 and 767 airplanes’ seal, test and paint department. Analyzed production methods and processes, process improvement and implementation.
Lean manufacturing and Kaizen coordinator.
Reason for leaving: In 1999, the Asian economy negatively affected The Boeing Company. Many airplane orders were cancelled and people started to be laid off. Although I was promoted to avoid being laid off, I knew that eventually I was going to be affected.
Sportiff USA, San Luis, AZ 1/1997 - 6/1997
General Manager (contract)
Sport apparel sewing operation
Responsible for all phases of management activities for 200 employees.
Daily responsibilities included: managing production, coordinating customers, suppliers and internal departments involved in different manufacturing processes; production planning and deliveries, active participation in proposals/RFQ's establishing development and manufacturing costs; maintaining and improving quality level in-process inspections; improvement and corrective action; setting up quality teams; estimating, setting up and implementing maintenance procedures.
Responsible for overseeing and validating purchasing department operations and scheduling.
Reason for leaving: End of contract and accomplishment of goals
Virco Manufacturing. Company, San Luis, AZ Virsan 3/1993 - 1/1997
Manufacturing Engineering Manager
Multi-facility environment and 24/7 plastic injection molding operation.
Manufactured school and office furniture from plastic, wood and metal components.
Supported a staff of 800 employees.
Responsible for production planning and scheduling, product quality, department productivity and efficiency, maintenance coordination, inter-departmental coordination, and various ongoing methods improvement projects. Wrote the company's first engineering and manufacturing procedure.
Reason for leaving: The Company decided to close the plant in order to get more USA government contracts by expanding their operations in California and Arkansas.
Leviton Mfg. Co., San Luis AZ / San Luis R.C., Mexico. Levtel 3/1991 - 3/1993
Plant Manager ( contract )
Manufactured electrical devices such as electrical switches and telephone jacks.
Start up of a new manufacturing plant, which increased ultimately to 300 employees.
Responsible for all phases of management activities: Managing production, coordinating with customers, suppliers and internal departments involved in different manufacturing processes; production planning and deliveries, active participation in proposals/RFQ's establishing development and manufacturing costs; maintaining and improving quality level in-process inspections; improvement and corrective action; setting up quality teams;
estimating, establishment and implementation of maintenance procedures.
Responsible for overseeing and validating purchasing department operations and
Assisted in the setup of a sales team for Mexico and South America.
Reason for leaving: End of contract after being extended several times and accomplishment of goals
Ceco Buildings Division, San Luis, AZ / San Luis R.C., Mexico 3/1988 - 3/1991
General Manager ( contract )
Responsible for setting up a corporation in Mexico to provide detailed drafting for this pre-engineered steel building manufacturing company.
Supported a staff of 25 employees.
Formed a sales team for Mexico and South America.
Reason for leaving: End of contract and the death of company’s President
Virco Manufacturing Company, San Luis, AZ Virsan 4/1979 - 3/1988
Manufactured office and school furniture from plastic, wood and metal components.
Responsible for supporting all production operations and production scheduling, technical project support and cost & administrative analysis.
The company grew to 3,000 employees in a 5-year period.
BS in Industrial Engineering, University of Texas at El Paso