Santiago Lampon

***** ***** ********* ***. **** *5, La Mirada, CA 90638

562-***-****; email: adt9lo@r.postjobfree.com

SUMMARY

Resourceful, innovative professional with over 27 years Operations and Process Improvement Management experience within companies manufacturing in both domestic and international arenas. Held P&L responsibilities. Expertise in initiating projects and programs that boost efficiency and productivity while reducing costs. A Turnaround Champion with proven skills in analysis, motivation, strategic planning, observation, organization, and improvement of operations through policies that promote a team-based work atmosphere, process enhancement, creative thinking, and a positive effect for the corporate bottom line.

EXPERIENCE

RESTONIC BEDDING, Ontario, California June 2020 - Today

Restonic / Visionary Sleep was founded in 1938. A U.S.-based mattress manufacturer has been creating beds for three quarters of a century, most of which are sold in department stores, and has received awards throughout the years, including the Consumers Digest Best Buy Award and the Women’s Choice Award, for its products, some of the best memory foam mattresses, and customer service.

Plant Operations Manager

The Plant Operations Manager have overall responsibilities for the bedding facility that consist of: Manufacturing/Production, Engineering, Planning, Purchasing, Maintenance, Distribution, Warehousing and Receiving. Primary focus was on the turnaround and reengineering of the non-performing facility, with an emphasis on Continuous Improvement manufacturing, materials management, budgeting, cost control, safety, quality and daily operations, ensuring that we meet all KPI’s. Metrics in a successful manner.

Specific Accomplishment/Responsibilities (in 8 months) include:

· Adding a second line of mattress building, Optimizing the factory layout and product flow. Increased the

floor utilization and the throughput to 32% more within 4 months.

- Refocusing plant’s personnel toward the company KPI’s.

· Lead in developing a second source suppliers based - quick turnaround to maintain consistency with our

customers especially through the difficult circumstances of COVID.

. Work in preventive incidences of COVID within our staff minimizing the impact of our throughput.

· Redesigned the plant leadership to become a high performance’s facility oriented toward

Company KPI’s. Mentor & Coach work teams. Encouraged & promoted continuous improvement programs

HOLLLANDER PRODUCTS, Pico Rivera, California January 2017 – April 2020

The company has been creating premium down and feather bedding since 1884. Today is the number one brand of premier supplier of down and feather bedding in the United States & Canada,

Operations Manager

The Operations manager have overall responsibilities for a 335,000 square foot facility that consist of: Manufacturing/Production, Engineering, Planning, Maintenance, DC Center, Warehousing and Receiving. A proven record of continuous improvement, safety, quality, and people are day to day culture. Skills and experience in Lean Manufacturing. P&L Responsibilities.

Specific Accomplishment/Responsibilities include:

· Optimized factory layout and product flow. Increased the floor utilization from 165,000sq. ft. –

335,000 sq. ft. Consolidated and expanded two plants/operations into one bigger operation. –

shipments from $2M/month to $7.3M/month, becoming the biggest plant in the company.

- Reducing overhead and fixed costs. Lead the plant’s transformation from SAP into Oracle.

· Established & Maintained Operational Metrics and Key Performance Indicators. Efficiency

from 63% mid 2018 to 103% today.

. Led company campaign in union avoidances through communication and people participation.

· Redesigned the plant leadership to become a high performance’s facility oriented toward

· Encouraged & promoted continuous improvement programs: Demand Flow Technology, Kaizen, Six

Sigma, Cycle Time Reduction and others Lean Manufacturing Technologies.

STANDARD TEXTILE, INC., Vernon, California July 2013 – October 2016

The world’s largest manufacturer of institutional textiles with sales of $1+ Billion annually

Plant Group Manager

This position started having overall plant responsibility for the manufacturing/operations/warehousing/distribution for the Standard Textile facility located at Southern California. Since June 2014, assumed responsibilities over the manufacturing division that consists of four plants in mainland USA and two offshore. Specifically, responsibilities include production, warehousing, planning, manufacturing, quality product, continuous improvement and shipping. Product production include drapery, top treatments, and top-of-the-bed along with other products to our portfolio. Worked closely with other corporate functions, including Sales/Marketing, Finance, Human Resources, Planning and Purchasing. Evaluated on product on time-delivery, product quality, departmental costs, and overall plant safety. Worked closely with customer service.

CONMED LINVATEC, Largo, Florida 8/2012 to 3/2013

Medical Devices Industry

Lean Sigma Project Manager

Responsible for Lean Deployment across the manufacturing operations. Conduct Lean Sigma Flow training. Define current process flow map, current/future state, line balancing, and identify waste for improvements. Implement One-piece flow with visual controls, 5S, Standard Work and Balanced Production.

Determine layout in preparation for new processes. Identify Value Stream Mapping (Current & Future State). Facilitate Kaizen events to achieve plant/factories goal(s) & deliverables.

SIMMONS CO., Compton, California 6/2002 to 8/2012

Second biggest bedding manufacturer with sales of $1+ Billion annually.

Senior Operations Manager

Hired as Operations Manager and promoted to senior operations executive with P&L responsibility for $83 million division of a leading bedding company. Primary focus was on the turnaround and reengineering of the non-performing facility, with an emphasis on Lean Sigma / Continuous Improvement manufacturing (Toyota Production System), materials management, budgeting, cost control, quality and daily operations. Lead all the Shop Floor & Assembly lines activities daily, ensuring that we meet all KPI’s. Metrics in a successful manner.

Reduced frequency and severity of accidents by 60% in 3 years, contributing to a workers’ compensation and cost avoidance reduction of $756,000. Los Angeles facility became the first labor union facility (among 17 plants) to obtain grade “A” in our Internal National Safety Audit.

Earned nationwide recognition for role in 2006 & 2010 performance of the plant in Cost Reduction Effort and earned the “Stretch Cost” Award – reduced $5.10 cost per piece.

During the year of 2008-2010, assumed dual plant management responsibilities of a second plant besides Los Angeles: San Leandro (Bay Area), CA. & in 2005 was for the Puerto Rico Operations. Re-structured both Operations in becoming one of the best in the network. Los Angeles plant (home base plant) has obtained the 2nd. “Best Plant in Manufacturing Excellence” in the network between 17 plants nationwide, five times in the last 8 years.

Key member of a Cross-functional process design and Transition Management team from US Operations who were responsible for the integration of our Canadian Operations in becoming North America Operations.

Captured $384,000 in annual savings through business process improvements, Lean Deployment implementation and cost reduction efforts while improving product quality and customer service.

Recipient of the highest marks for subsidiary leadership as established through a corporate employee survey in a bargaining union facility. One of the highest “employee morale” facilities in the network among 21 plants.

Delivered strong and sustainable operating gains, including an improvement in operating efficiency from 54% to 71%; a reduction in cycle times using Lean Concepts; a 65% increase in product quality, and a 99.9% on-time customer delivery rate.

Selected to lead corporate team in developing and driving forward cost reduction initiatives that will result in $4 million saved over the year.

MAIDENFORM, INC., Jacksonville, Florida 10/98 to 6/02

Leading apparel manufacturer and supplier of cutting and components with sales of $230 million annually.

Director, Manufacturing Operations

This was a centralized cutting & components manufacturing & distribution operation. Total operational and financial responsibility with direct expense budget of $13 million and capital budget averaging $1 million, 400 employees producing 600,000 garments per week.

Duties: The Applicant reports to the Vice President of Manufacturing and Distribution. Responsible for planning, directing, coordinating, and controlling the cutting and components manufacturing operations to accomplish operational and P&L financial objectives. Developed and established short and long-term strategies to support the organization’s objectives. Implement and manage corporate cost reduction program.

. Reduced cycle time from 15 days to 5 days, improving the on-time shipments from 60% to 98%

. Implemented cost reduction programs - in 2000 was $1.3 million & in 2001, $0.65 million in savings.

. Improved ship complete accuracy from 82% in 1998 to 99% in 2000 and 99.7% in 2001.

SARA LEE CORPORATION – PLAYTEX, Vega Baja, PR 11/93 to 9/98

Leading manufacturer with sales of $420 million annually.

Plant Manager, Manufacturing Cutting Operations 11/93 – 9/98

This is a centralized cutting operation with 400 employees. They produce 850,000 garments per week. Processes include spreading, marking and automatic cutting.

Duties: The Applicant reports to the Director of Operations. Responsible for planning, directing, coordinating, and controlling the cutting manufacturing operations to accomplish operational and financial objectives. Developed and established short and long-term strategies to support the organization’s objectives. Coordinated transfer strategies between company headquarters at stateside and the plant meeting production schedules in a timely manner.

HEWLETT PACKARD, Puerto Rico, Massachusetts & New Hampshire 1983 - 1993

Leading manufacturing and supplier of computer & electronic components with sales of $9 billion annually. Started with Digital Equipment Corp. which was bought by Compaq Computer Corporation in 1998. Eventually Hewlett Packard acquired Compaq Corporation.

Manufacturing Manager II, (1989 – 1993)

Computer Manufacturing, San German, Puerto Rico

This operation manufactured computer systems and its sub-assemblies with 1,200 employees’ operations.

Duties: The Applicant managed the introduction and production of the new Alpha architecture / platform computers products (the first 64-128 bits computer in the market).

Program / Project Manager (1986 – 1989)

Manufacturing New Projects, Salem, New Hampshire

Duties: The Applicant was responsible for the structuring, staffing, and managing team that implements project requirements, perform analysis and provide problems resolution in cross-functional areas. Responsible for cost / benefits performance of the project scope, schedule, budget and staff.

Project Engineer/Manager (1983 – 1986)

New Products Introduction / New Ventures Manufacturing, Acton/Marlboro, Massachusetts

Duties: The Applicant was responsible for developing strategies and plans for New Ventures (India, Mexico, Japan, South Korea and Brazil) operations. Developed feasibility proposals for start up manufacturing. This involved identifying what was needed as capital, space, human resources and organizations (functions) and inventory.

EDUCATION

B.S. OPERATIONS MANAGEMENT - 1986

Boston University, Boston, Massachusetts

Graduated with Honors

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