Manager Plant
Resume:
ERIC VALENZUELA
********@***.***
PROFILE SUMMARY
MANUFACTURING PLANT / OPERATIONS MANAGER
Multi-unit manufacturing plant management career hallmarked by improvements in production, productivity, performance, safety, and cost control; experience building and leading turnaround, expansion, and transition operations for large, multiple manufacturing and retail corporations with up to $300M in annual revenue.
Comprehensive managerial expertise in plant turnarounds, process reengineering, cost reduction, organizational development, quality improvement, acquisitions/integrations, and safety performance. Distinguished leadership of manufacturing plant strategies that eliminate redundancies, increase output and productivity, save costs, maximize resources, and improve competitive edge and profitability. Drive process management initiatives and performance-based, low cost solutions that deliver on quality, speed, service, safety, and agility while driving tactical day-to-day activities toward benchmarked metrics achieved Zero Accidents 2+ years running. Spearhead collaborative team leadership centered on accountability, service quality, and results.
CORE COMPETENCIES
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- Safety Performance
- Continuous Process Improvements
- Cost-Reduction Strategies
- Lean Manufacturing
- Operational Streamlining
- Quality Control & Inspection
- 5S & Kanban
- Goal Setting & KPI Monitoring
- Situational Leadership
- Cellular Manufacturing
- New Process Implementation
- Total Quality Management
- Kaizen Events
- Budgeting & Forecasting
- Manufacturing Plant Logistics
- Materials Planning
- Contractor & Vendor Management
- Sales & Operations Planning
PROFESSIONAL EXPERIENCE
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VIKING LIFE-SAVING EQUIPMENT - WALSENBURG, CO
4/2011–Present
PLANT MANAGER
Leading $500M manufacturer of protective equipment.
Following the failure of 2 previous Plant Managers, recruited to turn around recently acquired plant suffering from losses and low productivity levels. Challenged to quickly assess all staff and key operations and bring operation to profitability. Fully accountable for Manufacturing Production, Shipping, Receiving, Purchasing, Finance, ISO compliance and Human Resources.
* Turned operations around and on track to deliver $1M in profits up from $1.2M loss in previous year.
* Increased productivity 60% in 8 months by revising production layout and moving from 3 generalized production teams to 2 with greater specialization.
* Reduced downtime and spare parts purchases 50% by introducing preventive maintenance program.
LC INDUSTRIES - SAN DIEGO, CA
2010–4/2011
PLANT MANAGER
Manufacturer of nearly 1500 different products; 6 manufacturing facilities across the country; $280M in annual revenue. In January 2010, LC Industries acquired and fully integrated a small, family-owned company.
Oversaw plant operations during transition from family-owned company to large multiple manufacturing and retail operation as the first plant manager overseeing tactical assault gear plant productions for LC industries. Challenged to integrate and streamline total operation from raw goods purchasing to finished product distribution, supporting plant growth from $5M to targeted $25M annually; on track at $9M. Built team from the ground up to 140 employees total on 2 shifts, training and mentoring new staff, supervisors, and managers. Managed 10 direct reports, including Purchasing, Shipping, Customer Service, and Production.
* Successfully guided plant through transition and mounting production demands. Performed plan reengineering and vendor sourcing and implemented operational improvements with focus on quality, compliance, safety, and staff training. Introduced 5S techniques, resulting in extremely well-organized workplace.
* Delivered impressive increases in production (50%) and productivity (30%) utilizing long-standing plant equipment. Further increased productivity 10% within 6 weeks of implementing new automated equipment, with anticipated future increases >30%. Spearheaded equipment purchase and setup, training, and SOPs.
* Purged 6-month backorder and decreased lead time from 6 months to 3 weeks for distribution through outsourcing, working with 3 contractors, ensuring compliance with all protocols of quality and procedures.
* Facilitated progression of ISO 9001, writing procedures, work instructions, and documentation. Continuously modify/improve processes. On track to start certification process November, 2011.
U.S. GREENFIBER, LLC - PHOENIX, AZ
2006–2009
PLANT MANAGER
Manufacturer of cellulose and cocoon insulation from 85% recycled content, mainly from community recycling centers, for the U.S. and Canadian construction industries; operates 12 manufacturing plants nationwide; $220M in annual revenue.
Quickly promoted from production manager to plant manager, assuming full scope of both positions. Oversaw all plant and production operations for the Company's biggest facility that served as a testing ground for new machinery and processes; accountable for Production, Logistics, Purchasing, Maintenance, and HR. Challenged to increase production while maintaining payroll and capital expenditures. Managed $3M annual budget, forecasting, and raw materials purchasing for facility supported by 75 personnel. Managed 7 direct reports, including Traffic, Quality Control, Maintenance, and Administration. Served as safety manager and projects manager.
* Increased productivity 15%, attaining the highest productivity per production line in the history of the Company. Achieved and sustained top production numbers by implementing quality improvements and modifying current equipment to meet full capacity needs.
* Spearheaded cost-cutting initiative to purchase raw materials in house, saving 40% off the regular purchase price and enabling accurate verification of incoming loads. Researched and procured truck scale equipment.
* Achieved Zero Accident Award for 2 straight years. Conducted monthly safety meetings and implemented Safety Committee and Maintenance Committee that drove vigilance and accountability on the floors.
* Realized 20% discount on raw materials, saving $800K year over year by purchasing high-grade shredder.
* Distinguished for outstanding leadership execution and ability to develop respectful and productive rapport with staff and supervisors. Engage bilingual Spanish-speaking skills.
* Participated and led 5S Kaizen events to drive continuous process and productivity improvements.
* Expertly managed customer issues, travelling to customer sites several times per month for swift resolution.
* Hired, trained, and mentored key personnel to progressively responsible positions.
GRUPO BAFAR - CHIHUAHUA, MEXICO
2003–2006
PROJECTS MANAGER
Meat processing plant with 7,000 employees; 24/7 operations.
Oversaw multiple meat processing plants while managing construction projects that included plant space and offices for rapidly expanding company. Purchased new machinery and sourced contractors for installation projects. Worked closely with corporate directors, managers, engineers, architects, and contractors, coordinating production schedules with minimal disruption to daily plant operations and ensuring multiple budgets, regulations, and strict timeframes.
* Expertly managed $18M project the biggest fully automated freezer/warehouse in Mexico and South America. Executed all production and project deliveries on time and within budget.
PARAGON INDUSTRIES - Mesquite, TX
1998–2003
PLANT MANAGER
Manufacturer of high temperature kilns and ovens.
Challenged to lead plant operations to support turnaround efforts of ebbing business that was losing customers with their high-price, low-quality products. Managed full scope of manufacturing facility, including Production, Shipping and Receiving, and Human Resource initiatives. Participated in numerous tradeshows. Supervised 5 direct reports.
* Directed turnaround efforts in partnership with sales manager, effectively boosting Company position from #6 to #2 in the nation for kiln production (out of 10 total), growing revenue from $8M to $25M. Secured repeat, loyal business with large distributors in Japan based on exceeding quality expectations.
* Increased productivity 20% and decreased QC rejects 30% by implementing Lean Manufacturing techniques as well as Cellular Manufacturing system that improved quality and control. Improved technical training, installed new equipment, and re-designed floor layout for manufacturing shop.
* Assisted business growth and production demands, hiring and training 60 new employees (75 total per shift), including supervisor, technical support staff, and assemblers. Enforced performance standards for new hires.
* Supported new product development, implementing various design models based on customer requirements.
U.S. ARMY, FT. CAMPBELL, KY & KOREA
1995–1998
POWER GENERATOR TECHNICIAN (E4 / SPECIALIST)Trained 120 operators in repair, maintenance, and operations. Performed scheduling, testing, and troubleshooting.
* Achieved Good Conduct Medal for 3 years of exemplary service.
EDUCATION | PROFESSIONAL DEVELOPMENT | AFFILIATIONS
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B.S., Business Management, University of Phoenix, AZ
First Line Management (11 week) & Mid Management (13 weeks), Southern Methodist University, Dallas, TX
Lean Manufacturing Re-Engineering with Hands-On Project Intensive Training, Texas A&M
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