Operational Excellence Director

PROFESSIONAL EXPERIENCE

**/** ** ******* *** CORNELIUS, INC. Reynosa, México

Operations Director

•Site Project Leader in the transference of operations from Mason City (Iowa) to Reynosa. Business key characteristics: low volume, high mix environment, 260 million operation, global leader in the dispensers and components manufacturing for the beverages industry.

•Achieved a smooth transference, while optimizing space utilization by 38% as a result of major layout reorganization in 6 areas: sheet metal, screw machines, pump and motors, pinnacle tray, bar-guns assembly and foam cold plates.

•Managed to keep key metrics manufacturing metrics under control: scrap was reduced from $678,000 to 609,000 (10% 2007) effectivity was increased from 68% to 74% and utilities cost was reduced by $132,000 (12.6%, where power and gas are the major players).

•Implemented Lean and Six Sigma Thinking by using Kaizen events, Value Stream Mapping workshops, Cellular Production, 5S, Kanban Systems and Heijunka scheduling. Couched Six Sigma Projects and DMAIC methodology applied to safety program improvement.

•Improved foam cold plate area as a result of a major re-layout from a straight line to U-shape cells, achieving a space reduction by 64%, and effectivity improvement by 38%.

•Ramp up power-builds were developed to increase the ice cooled drop-in line rate from 30 to 100 units in 4 months. The achievement was possible as a result of streamlining the line through lean concepts and elements implementation at shop floor: production level loading and sequencing through Heijunka box for the straight assembly, standard work at all workstations at different rates, material handler roadmaps, material flow and reorder point in an e-kanban operation mode pulling from the several components at point of use to sheet metal cutting and bending operations.

•Drastically improved sheet metal operations performance to keep up with the ice cooled drop-ins assembly line rate. Key lean stabilizers projects are being implemented through quick changeovers, material flow improvement and e-kanban mode of reordering material for high runners. Work orders, tooling and material handling roadmaps are being established to optimize material availability and reduce waiting times.

•Favorable total plant variances of 1.4M in 2008, driven by high fixed cost absorption and high effectivity in major lines.

11/05 to 01/07 ANDREW TELECOMMUNICATIONS Czech Republic and México Master Black Belt (Global)

•Responsible for globally recognize opportunities and trigger projects to transform firm’s supply chain. Reported to the Global Business Improvement Director. Low volume, high mix 10 billion operation is global leader in cable, antennas and accessories for the telecommunications industry (base station, microwaves and satellite systems).

•Developed Recognize Phase workshop at the US Corporate Headquarter (Chicago) to unveil processes and metrics affecting 8 million in Premium Freights. Managed to reduce air freight cost reduction from China in 1millon through better forecast process and local sourcing, and inbound ground freight in 500K by improving routes schedules with carrier.

•Project Leader to improve Customer Customer Request Date from 65% to 95%. Coordinated multiple subprojects to improve forecast to 90% accuracy, increase production capacity to balance increasing demand, reduce manufacturing lead time through cell U-shapes, one piece flow in packing area and visual factory.

•Project Leader to conduct working sessions with the Europe Corporate Headquarter (based on Scotland) to analyze trade off between Make to Order (MTO) and Make to Stock (MTS) Business models and reshape current firm’s ability to meet lead time customer expectation.

08/01 to 10/05 JOHNSON CONTROLS INC. (Techno-Trim Division) México

07/04 to 10/05 Operations Manager

•P&L responsible, budget management and forecast development. Supervised Production, Engineering and Materials department. Operations key characteristics: 1400-people, 2500 car-sets covers daily supplied to JIT plants (Chrysler, Ford, and Honda). Annual sales over 240 Million.

•Results achieved: safety award among 10 JCI facilities, quality RPPM below 50, scrap under 0.6%, material turnover over 50, 100% deliveries on time, making possible positive operational results every month.

•Championed all the operational projects that lead to 3 million savings (scrap, overuse, freight, labor, purchase burden, productivity),

•Coordinated multiple balances out in major model changeovers (Honda) allowing accurate break points keeping obsolete materials under control.

•Having to deal with highly unstable demand, I had to coordinate a demand chasing strategy to keep inventory levels low without either jeopardizing customer coverage or wasting overtime.

•Dealt with supplier crisis (customer shortages), it was implied a coordination of 0.5 million cost in charters (inbound and outbound) without jeopardizing customer coverage, and no charge for the plant.

•Successful power-builds for Chrysler and Honda programs, made it possible to overcome 30% volume increase, as well as to successfully support South Africa operations (Chrysler).

•ISO 16949 and ISO 14000 certifications.

•Import cost reduction by $500,000 by means of routes choices, carrier services and brokerages optimization.

•Material turnover was improved to over 40 in the 3 plants. Inventory accuracy was improved from 95 to 99% through optimized cycle counting program, resolution of differences and poke yoke systems to receive and transfer material.

•Obsolescence cost reduction by $100,000 through material usage optimization among plants.

•APQP Projects Timing, PFMEA, PDFSS, Poke Yokes systems and Control Plan.

08/01 to 07/04 Certified Six Sigma Master Black Belt North America Trim México

•Lead the Deployment as Six Sigma Lead Champion for North America Trim Operations in a total of 10 plants.

•Responsible to implement Six Sigma Projects to reduce 27 million dollars of waste in the Supplier Chain Management (Premium Freight, JIT to Trim Schedule Accuracy, Trim to JIT Pipeline Inventory Variation, Trim Adherence to Production Schedule, Trim to Supplier Inventory Variation).

•Directly supervise 20 Black Belts responsible for the areas of product development, engineering, materials management, HR, purchasing, finance and quality.

•Acquired strong experience in implementing Lean thinking by using VSM, U- shape cellular production and other lean tools. Proficiency in implementing Statistical Thinking, teaching and applying all Six Sigma tools in Manufacturing and Transactional Projects.

03/97 to 07/01 JOHNSON CONTROLS INC.

06/00 to 07/01 Six Sigma Master Black Belt South American Region

•Trained more than 70 Black Belts within Mexico, Brazil and Argentina.

•Reviewed more than 40 Six Sigma Projects, getting specialized in identifying opportunities in RRHH, Finance, Engineering, Quality, Manufacturing, Logistics & Materials Departments as well as in Program Launches

•Completed projects leading to more than 6 Million Dollars in annualized savings.

•Leader for the Green Belts training program in Argentina (Rosario and Escobar).

05/98 to 06/00 Quality Manager/ Project Manager Argentina

•Deployment of supplier planning and development program. Parts nationalized metallic stampings, welding, painting, foams, laminated fabrics, leather, plastics (extrusion and injection), fabrics, threads and tapes.

•Dealt with supplier and customer negotiations. Built cooperative corporate cross-functional team relationships that led to achieve project objectives in quality and cost without jeopardizing project deadlines.

•Managed resources constraints and risks assessment by means of strong usage of MS Project skills, PERT techniques, supported by strong contingency plans.

•Automotive seats JIT Plant sequenced with General Motors, Chrysler and Mitsubishi OEMs. Sales over 50 Million dollars annually.

•Implemented QS 9000, ISO 14000, ISO TS 16949.

•PPM number lower than 90, leading to the “Outstanding Quality Award”.

03/97 to 04/98 Supplier Development Leader Argentina

•Leader for the supplier planning and development and parts nationalization: metallic stampings, welding, painting, foams, laminated fabrics, leather, plastics (extrusion and injection), fabrics, threads and tapes.

09/93 to 03/97 FORD MOTOR COMPANY (Constitución Metallurgic) Villa Constitución, Argentina

01/96 to 03/97 SQA (Supplier Quality Assurance)

•Managed supplier development and evaluation program. This led not only to improve their quality systems, but also the know how acquisition of the key factors affecting the different processes: coke milling and selection, ferroalloys, limestone, bituminous coke, bentonites, iron oxide, sand, resins and catalysts, oils, paints, granules for cleaning. That know how led to reduce supplier rejects under 1%.

09/93 to 01/96 Quality Coordinator Villa Constitución, Argentina

•100,000 Tons/year operations. Equipment: 2 molding lines (1 high pressure molding 140 moulds/hour, 1 low pressure line 350 moulds/hour), 21 core machines (5 hot boxes, 14 crankshaft shell, 2 cold boxes, y 4 assembly lines), 2 melting coke ovens and 5 electric ovens (10 y 15 ton.), 2 cleaning lines (1 for cylinder blocks parts, 1 for small parts) and 3 heat treatment ovens. Main parts (gray and nodular cast iron): engine blocks, brakes drums and disks, differential gear casing, bearing covers, wheels cubes.

•Responsible for the operations service coordination with all the sand, physical and chemical tests as well as the dimensional analysis, assuring the appropriate productive rate while keeping the right part properties and functionality under control.

•Scrap kept under 4%, mainly due to the successful management of key factors in molding process: proper bituminous coke to keep the right reducing atmosphere into the mould, iron oxide usage optimization, appropriate granularity sand to reduce clearing cost while assuring the required part dimensional properties, proper bentonite selection among different suppliers to optimize mold mechanical properties, as well as the optimization of the properties for resins and catalysts to keep the core mechanical properties and gas emissions under control into the mould.

•22% melting coke consumption reduction (US$500,000 year), through and optimal selection based on granularity size and calorific power.

•Leader for QS9000 implementation and certification, co-leader in ISO 14000 implementation.

EDUCATION

ITESM, (Technologic Institute for Superior Studies of Monterrey)

Master in Business Administration (Honorific mention of excellence)

National Technological University Rosario, Argentina

Quality Engineering Specialist (Master Degree), 1997

National Technological University Rosario, Argentina

Bachelor of Science in Chemical Engineering, 1993

ADDITIONAL EDUCATION/SKILLS

Andrew Telecommunication Headquarter, Chicago

CAP (Change Acceleration Process), (40 hours, February 2006)

Johnson Controls Leadership Institute, Mexico

High Potential Leader curriculum, (256 hours, quarterly training from June 2003 to June 2005)

APICS, Monterrey, Mexico

CPIM, Certified in Production & Inventory Management, December 2004

Six Sigma Academy, Michigan, USA

Master Black Belt, September 2000

Black Belt, April 2000

Johnson Controls Leadership Institute, Michigan

Project Manager Techniques, 1999 and 2004

Microsoft Office Tools -Excel, Word, PowerPoint-, Visio and Minitab.

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