Joseph Lopez
Resume:
El Paso, Texas *****
***-*********@***.***
JOSEPH LOPEZ
Summary of Experience
Plant, material, purchasing and logistics manager with over 20 years of diverse experience in manufacturing of marine engine, medical products, electronics, household appliances, and automotive foam manufacturing. Extensive background in product development and evaluation of business alternatives. Demonstrated expertise in creative purchasing strategies, inventory management with set up of Kanban, Lean Six Sigma, ISO-9000.
2006 to 2008 Plant Manager, Juarez Mexico
Company provides packaging boxes for manufacturing/ assembly, general contract manufacturing Electronic Wire Harnesses and General fulfillment in Electronic manufacturing PC-Boards for Computers, ( Lost Major Customers)
Plant Manager
Juarez, Mexico at The Box & Packages Factory: Responsible for the plant production operation of 476 employees and tactical purchasing support with planning, forecasting using MRP Peachtree software. Ensure that leadership and training is provided to accomplish the company goals and objectives. Purchases of $8 million of raw material and equipment. Direct the business strategy, promotions for new product plan and oversee the company budget. Travel to China, Japan, and Hong Kong to purchases of electronic components to reduce cost and increase total sales. Lead a multi-shift cross functional team to develop action lists targeting process improvement and redesign of packaging, graphics. Net Result: Increased total sales by 20%.
• Served as Lean Six Sigma leader for B&P, guiding project selection and providing coaching. Net Result: Completed first project and improved efficiency of box and packaging test operations by 22%
• Directed vendor reduction project. Net Result: Reduced vendor base from 52 to 24 low cost vendors, reduced costs, and improved vendor supplied services
• Led reapplication of component parts and auction of excess materials.Net Result: Reduced obsolete and excess inventory by $200.000
• Led development and implementation of strategic plan that focused on product and cost savings. Net Result: Achieved annual growth of over 8% and profitability increase of 7% per over 2 years
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2000 to 2006
Mercury Marine, Juarez Mexico
A $2.3 billion global manufacturer of marine propulsion engines, Electrical Hydraulics, Sport Jet Gears, Electronic Computers and Electronic Harnesses for Boats
Purchasing/ Materials Manager:
Responsible for the plant raw material purchasing. Purchasing about $123.5 million in materials planning and forecasting using the MRP AS-400 and Oracle software. Over production, shipping, customer service. Operation did custom injection molding. Responsible for inventory control for the twin-plant maquiladora manufacturing operation. Supervised 55 employees.
• Tracked 30 Lean Six Sigma projects as Champion for green belt certification.
Net Result: Achieved savings of $2,800,000 in 2 years.
• Developed and implemented strategic wire purchasing plan. Net Result: Consolidated suppliers and saved $500,000 annually.
• Implemented forecasting and kanban system with suppliers. Net Result: Improved order fill, increased monthly inventory turns from 12 to 16, and reduced inventory cost 40%.
• Collaborated with sales to developed custom-made parts in our injection molding department for our boat group team to prepare proposals, pricing, and prototypes.
Net Result: Secured 13 new customer accounts and generated $6,000,000 in sales.
• Created Purchase Price Variance (PPV) reporting and review process and initiated negotiations with suppliers. Net Result: Reversed negative price variance to positive.
• Developed and implemented new cycle counts system. Net Result: Increased cycle count accuracy from 72% to 97% in 12 months.
• Applied kanban techniques to finished product at customer sites. Net Result: Reduced customer inventory and obsolete part costs by $100,000.
2000 to 2002 Materials Manager/Mercury Marine for materials master planning, logistics, dealer shipping and warehouse operations. Led 42 employees with $125 million materials budget.
• Consolidated three warehouses into single facility.Net Result: Reduced facility cost by $520,000 annually and labor cost by $200,000 per year.
• Implemented milk runs from suppliers and sister plants. Net Result: Reduced logistics cost and saved $400,000 annually.
1999 to 2000
Phycomp U.S.A. (Formerly Philips Company), El Paso, Texas
A global manufacturer of electronic components and electronic microchips. (Moved to China)
Material Manager: Responsible for materials planning, master scheduling, and forecasting using the SAP software. Responsible for customer service, Foreign-Trade Zone warehouse operations, and the customs documentation. Led staff of 45.
• Led relocation of warehouse operation from Florida to El Paso for closer proximity to customers.Net Result: Reduced logistics cost by $400,000 and labor cost by 43% per year and minimized time zone differences with customers.
• Established the Foreign Trade Zone and completed customs documentation. Net Result: Deferred duty payments and provided cash flow savings of $450,000 per month for customers.
• initiated the use of temporary employment services for the production worker probationary period. Net Result: Improved quality of hire and reduced employment claims liability.
1992 to 1999 Plant Manager At Burkart Foam Co El Paso, Texas and Juarez, Mexico
A global manufacturer of automobile foam (Lost Customers AT Automobile Co.)
Plant Manager: Responsible for a new start-up plant from Ohio with $16,000,000 in product sales of automobile foam. Manufacturing seating components as required for customer automotive seats with 355 employees. Responsible for our MRP planning and forecasting using As-400 software.
• Revised order refill process to utilize double decked trailers. Net Result: Improved annual revenue by $1,200,000.
• Led relocation of new Plant for operation from Ohio to Juarez for closer proximity to customers. Net Result: Reduced logistics cost by $400,000 and labor cost by 43% per
• Led multi-shift cross-functional team meetings and developed action list targeting warehouse operations. Net Result: Reduced customer reject rate from 1,500 to 200 PPM and increased order fills from 72% to 94%.
• Implemented kanban Control of Materials. Net Result: Reduced raw material inventory cost by $1,000,000.
• Initiated review of carrier invoices and bill of lading. Net Result: Identified and eliminated $100,000 in freight overcharges in 12 months.
• Revised refill pricing and SKU strategy. Net Result: Maintained share, reduced operational and improved annual revenue by $1,000,000
1989 to 1992
C.R. Bard, Urología División, S.A., Nogales, Sonora, México.
A manufacturer of medical catheters and medical kits and Electronic Medical Devises
Materials and Production Manager: Responsible for master control planning and scheduling, production, raw materials, and export shipments for twin-plant maquiladora manufacturing operation did custom injection molding medical devises. Supervised 205 employees.
• Developed and implemented color-coded FIFO system. Net Result: Eliminated obsolete and dated inventory and saved $500,000.
• Consolidated two warehouse operations. Net Result: Reduced inventory levels from 30 to 5 days and saved $100,000 annually.
• Automated inventory management and recording. Net Result: Achieved perfect inventory audit, reduced headcount, and reduced inventory cost by $600,000.
• Implemented milk runs from suppliers. Net Result: Reduced shipping cost by 50%.
1985 to 1989
Juver Industrial S.A. (A Hoover Company Division), Juarez, Mexico
A manufacturer of vacuum cleaners.
Juver Industrial S.A. (A Hoover Company Division), Juarez, Mexico
A manufacturer of vacuum cleaners.
Material Director: Responsible for moving purchasing and materials planning functions from Canton, Ohio to Juarez, Mexico, and establishing El Paso warehouse. Led staff of 36.
• Led relocation of the injection molding company. Operation from Canton Ohio to El Paso for closer proximity to customers. Net Result: Reduced logistics cost by $2,000,000 and labor cost by 43% per year and minimized time zone differences with customers.
1981 to 1985 Wells Lamont Corporation, El Paso, Texas and Juarez, Mexico
A manufacturer of leather and cloth work gloves. ( Move to China )
Plant Manager: Responsible for budgets, long range forecasting, product costs, payroll, insurance, measurement, and reports for twin plant manufacturing facility of 636 employees. Responsible to Plant Manager for daily operations of Die Cutting Leather gloves.
Education:
BA, Management & Commercial, The University of Colorado, Boulder, Colorado 1980
Certification in American Production and Inventory Control Society (APICS)
• Certification in Certified Purchasing Manager (C.P.M.)
• Continual Education in getting my master at ( UTEP) by 2010
• Green Belt
• Good knowledge of Microsoft Word, Excel, Power Point, AS-400, Oracle system, Bann, & Peachtree
Fluent in Spanish (Verbal and written)
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