Manufacturing Operations professional
Resume:
ALBERT PONCE
Del Rio, TX
******.*********@*****.***
SUMMARY:
Multi-lingual greenbelt certified executive manager with well-rounded leadership skills. Assertive, innovative, and energetic leader with demonstrated ability to deliver results in complicated operational situations. Thirty years of well-rounded successful operations management. A change agent with experience in aggressive and multicultural, multi-facility environments with both world class and more entrepreneurial smaller companies. Strong in guiding all facets of operations and aggressive cost reductions. Driver of consistent and continuous improvements by tying strategic initiatives to tactical objectives and driving results by managing to those objectives and key performance indicators. Successful at building highly professional and effective teams and the use of continuous improvement tools such as Lean Manufacturing and Six Sigma. Excellent communicator, comfortable with customers and working at all levels of the organization. Thrive in a fast paced, high pressure dynamic environment. Have been successful in Greenfield and Brownfield plant start-ups and plant turnarounds. Fully bicultural and bilingual Spanish/English, with strong interpersonal, communication and negotiation skills. Organized and effective at establishing controls. RELEVANT SKILLS:
• MANUFACTURING PLANT / OPERATIONS MANAGEMENT
• LEAN MANUFACTURING
• SIX SIGMA
• PROFIT & LOSS MANAGEMENT
• CAPITAL PROJECTS
• BUDGETS
• TURNAROUNDS
• MANUFACTURING FOOTPRINT EXPANSIONS
• TEAM LEADERSHIP & TEAM BUILDING
• SUPPLY CHAIN MANAGEMENT
• SIOP
• APQP
• CHANGE MANAGEMENT
• CONTINUOUS IMPROVEMENT
• ENGINEERING MANAGEMENT
• PROJECT MANAGEMENT
• BUSINESS ACUMEN
• FULLY BILINGUAL ENGLISH / SPANISH
PROFESSIONAL EXPERIENCE:
Mar 22- present
TBM Carriers
Del Rio TX
Tbmcarriers.com
TBM carriers is a multinational trucking and logistics asset-based service provider to multiple industries and diverse customer base in the US, Canada and Mexico.
Regional Operations Manager
US/Mexico Border Operations
San Diego/Tijuana - Eagle Pass/Piedras Negras Sector Operational responsibility for international cross border fleet day-to-day operations. Manage 6 direct reports border representatives.
• Operational process execution and improvements
• Daily capital asset and human asset management
• Operational and logistical process development and execution
• Asset expenditure management
• Distribution center and cross-dock facility management
• Budget management
Jun 21 – present
ICS Inc.
Independent Manufacturing/Operations Consultant
Ongoing consulting for multi-billion manufacturing organization on vertical-integration, mergers, acquisitions, and low-cost country analysis and rationalization.
• Lowest cost/minimized risk analysis.
• Business and facility rationalization
• Product transfer
• Capital cost analysis
• Manufacturing process implementation
Aug 20 – Jun 21
Entrans International
Juarez, MX
Entrans International
www.EntransInternational.com
Entrans International is an $800M Private Equity owned manufacturing company with multiple brands and industry leader in the transportation products sector of aluminum, stainless steel, and other specialty tank trailer products. General Manager / Director of Operations – Juarez Tank Operations Operational and P&L control of the company flagship 500,000 ft2 24x7 manufacturing facility with 650 personnel.
• Turnaround situation in a ~$350M OEM manufacturing and operations setting. Operations running at ~40% productivity, 50%-60% overtime and 60% On-Time delivery. 15th GM at this operation in the previous five years.
• Brought in to establish operational controls and bring the operations up to AOP metrics.
• Increased productivity to 63%, Increased On-time delivery to 90%, Decreased Overtime by 3% o Provide leadership and mentoring
o Restructured into Focus Factory organization
o Established manufacturing discipline “Bell-to-Bell” o Revamped Master Scheduling
o Revamped sequencing for proper TAKT times
o Restructured assembly lines for better throughput o Reinforced 2nd and 3rd shifts with proper supervision o Top Graded management and supervision accordingly o Revamped operating shift structure
o Introduced CI Management to upgrade processes
o Mitigate COVID ramifications
o Ramped production by 70%
Dec 14 – March 20
Rush-Overland Manufacturing
Odessa, TX
Rush-Overland is a $100M private equity owned OEM manufacturing company that providing oil well servicing and associated equipment in facilities in Texas and Mexico.
Feb 16 – Mar 20
Chief Operating Officer
Responsible for all company operations reporting to CEO and member of the executive team. Full P&L and operational responsibility of manufacturing, supply chain, engineering, and sales.
• Right-sized the organization to lessen burden during oil crash from late 2014 – early 2018.
• Developed, engineered, and launched five new product lines for product diversification into the Vacuum Truck market.
• Ramping up and scaling operations to deal with much improved market conditions as a result of worldwide oil price increases.
• Acquired and integrated a Mexican Manufacturing operation and moved sub-assembly production to leverage low-cost wage environment.
Dec 14 – Feb 16
Senior Vice-President of Operations
Ran the company’s manufacturing operations reporting to CEO.
• Introduced and implemented lean manufacturing processes.
• Strengthened engineering department to manage NPI by product line.
• Developed purchasing and supply chain strategies, inventory management controls, quality systems implementation, continuous improvement and other manufacturing systems and processes for EBITDA improvement. Jun 14 – Dec 14
Key Energy Services
KTC – Manufacturing Operations
Odessa, TX
Key Energy Services provides a wide variety of gas and oil production well services to the energy sector and manufactures world-class well servicing equipment to provide those services.
Director of Manufacturing Operations
Responsible for all phases of manufacturing operations and implementing lean manufacturing methodologies, inventory management controls, supply chain improvement, quality systems implementation, continuous improvement and other manufacturing systems and processes to improve manufacturing efficiencies and output.
• Improved TAKT time by 10% and have implemented flow and process improvements to improve another 15% by end of year.
• Implemented inventory management processes/tools to reduce scrap, cycle adjustments and inventory shrinkage.
• Worked with internal departments such as Engineering and Supply Chain Management to create or streamline processes, BOMS, vendor relationships, etc. to improve manufacturing efficiencies.
• Ramped up for ~50% volume increase for 2015.
Aug 11 – Jun 14
Fox Racing
Watsonville, CA
Fox manufactures highly engineered and high-performance shock absorbers and suspension systems for the automotive, power sports, mountain biking, off-road racing, and military markets. Sr. Director of Manufacturing Operations
Responsible for all phases of a $280 million manufacturing operation and implementing lean manufacturing methodologies, inventory management controls, supply chain improvement, quality systems implementation, continuous improvement, and others to improve EBITDA of a high mix high volume manufacturing operation.
• Successfully improved and maintained the manufacturing operations financial metrics to get the company through its successful IPO
o Increased financial labor efficiency 16% points. o Managed manufacturing capacity expansion for 45% revenue growth and improved margin by 1.5%. o Completed re-structuring of the manufacturing operations organization structure and plant layout (Brownfield) of
$280M operation to optimize production flow and floor space with zero production interruptions or quality concerns. o Transferred partial manufacturing footprint to Taiwan
• Implemented inventory management processes/tools to increase turns and reduce scrap, cycle adjustments and inventory shrinkage.
• Implemented Continuous improvement program and Six Sigma Black Belt deployment.
• Re-structured the functional areas to streamline, commonize, and take advantage of the synergies created.
• Top graded a sizable portion of the management and supervisory group. Jul 06 – Jan 11
CNI, Inc.
Cd. Acuna, Coahuila, Mexico
CNI is a multi-plant operation that manufactures automotive interior, trunk, and seat trim components supplying automotive OEM's such as Ford, General Motors, Chrysler, Toyota, Honda, Nissan, and Mitsubishi. Processes include plastic injection molding, foam pouring, vacuum forming, wood forming, heat staking, bladder wrapping, cut & sew, die cutting, and assembly. Vice-President of Manufacturing
Full P&L responsibilities for a three-plant operation. Provided strategic and tactical leadership for the manufacturing operations for a $100M annual revenue operation. Led a team of three plant managers and support functions of engineering, materials, quality, HR, and finance.
• Seven Hundred percent increase in net income with no increase in revenue in first full year of responsibility by assessing, identifying, and change implementation of key personnel and rightsizing the organization both in management and hourly personnel.
• Developed, and implemented a consolidation of plants and distribution center in second year that resulted in an additional 30% increase year over year net income for the company.
• Developed and implemented plan to reduce net income losses associated with shrinking automotive markets and excess capacity issues that were prevalent in late 2008 and 2009 by implementing fixed and variable cost reduction through further consolidation and labor reductions resulting in a loss of $500k in net income with a $40M loss in revenue.
• Optimized facilities and equipment by leading and implementing product transfer plan from high-cost labor markets in Michigan to Mexico.
Aug 04 – Apr 06
Advance Transformer division of Philips Electronics North America Juarez, Chihuahua, Mexico
Advance Transformer manufactures fluorescent, electronic, and high intensity discharge ballasts and transformers for the North and Central American markets. Processes include stamping, assembly, wire-winding, impregnation, thru-hole, and surface mount technologies. General Manager of Juarez Operations
Full operational and P&L control of three manufacturing facilities in Juarez and oversight of an outsourced operation in Chihuahua. A $124M multi-plant operation with 2500+ employees. Direct reports included: Engineering Manager, Controller, Plant Managers
(3), HR Manager, Quality Manager, Materials Manager, Purchasing Manager, IT Manager, and Outsourcing Project Manager.
• Led expansion effort to double output of SMT business and transfer business from Wisconsin sister plant.
• Coordinated a re-structuring/integration phase of two plants to effectively deal with market erosion in fluorescent magnetic ballast sales by consolidating two other plants from Wisconsin and Mexico City into the Juarez footprint resulting in cost reductions of $20M per year for the company.
• Implemented inventory controls procedures and scrap capturing/reduction processes resulting in a 50% reduction in scrap as cost of materials.
• Began a redesign project to re-flow outdated automation linear flow plant to U-type cell manufacturing resulting in 30% increase in throughput and 15% space optimization. Feb 93 - Aug 04
Ford Motor Company / Lear Corporation
Juarez, Chihuahua, Mexico
A high-volume, automotive seating and interior components manufacturing environment. Processes include high-speed lamination, die-cut stamping, sewing/assembly, leather cutting, leather finishing, NC cutting, sonic bonding, and seat assembly. The operations encompass 10 manufacturing facilities in Juarez, Saltillo, Hermosillo, Puebla, Tlahuac, and Silao Mexico, with $800+ million and over 14,000 employees. Customer base included Ford, General Motors, Daimler-Chrysler, BMW, Volkswagen, Toyota, and Isuzu. Division Director of Engineering of Lear Mexican Trim Operations Directed through a staff of over three hundred engineers and technicians across a highly centralized function throughout Mexican facilities:
• Product design/development and Process design/implementation
• Engineering change control management
• Lean Manufacturing systems development and implementation guidance
• Development, leveraging, and implementation of best practices throughout Mexican Operations.
• Recommending corporate strategic processes and implementation in-country strategies
• Capital expenditure budget development and realization
• Program launch management
Plant Management experience –
• Start-up operations in Portugal to establish Lear presence in automotive seat manufacturing in Europe. o Successfully launched three separate production facilities (two brownfield, one greenfield) o Led the planning, facilitation, negotiation, design, construction and launch of a 450,000 sq. ft. state of the art manufacturing facility in Portugal while simultaneously managing two brownfields to support production through the implementation phases.
o Transferred Volvo, Ford, Jaguar, Porsche, BMW, Fiat, Alfa Romeo businesses from Sweden, Belgium, England, Germany, and Italy to the Portuguese operations.
• Plant turnaround experience at two different manufacturing facilities.. o Turned the plant around from a negative $7M net income variance to a positive $1.3M positive net income variance in one and a half years.
o Right sized the operation by direct labor reductions to 3500 people and 45 salaried position reductions in one year. o Aggressive cost reduction program in fixed and variable costs of over $1.5M per year. o Led the deployment of Lear's version of TPS implementation by planning and executing and the redesign of 65 production units over a two year period.
o Deployed Six Sigma Black belts and directed projects resulting in RPPM reduction from 2500 to 90. o Maximized facility and equipment utilization by launching several programs without adding additional headcount. o Mitigated program launch crisis and customer dissatisfaction. o Took over the plant and integrated it under larger plant eliminating duplicate functions o Established culture change and back-to-basics management along with TPS implementation. Progressive Advancement, other positions held
• Process engineering
• Program management
• Tooling engineer
• Bill of materials
• Facilities Engineering management
• Quality Management and assurance
• Manufacturing and production operations.
MILITARY EXPERIENCE:
Aug 85 - Aug 89
Honorable Discharge after four-year commitment. Sergeant (E-5) United States Army. Served as a Korean and Spanish linguist/voice interceptor in the military intelligence field. Defense Language Institute, Army Achievement Medal, Army Commendation Medal, Overseas Service Medal, Good Conduct Medal. Top Secret SCI security clearance (inactive). EDUCATION:
University of Texas – El Paso
B.S. Mechanical Engineering Dec 92
Defense Language Institute – Monterey, CA
Korean Basic Certificate – 1986
PERSONAL:
Fluent in Spanish and have a working knowledge of the Korean and Portuguese languages. REFERENCES:
Available upon request.
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