Produce processor specialized in cutting fruit and vegetables

PRODUCTION MANAGER
Special project to improve the transparency of the manufacturing operations, to allow management to assess the effectivity of the production activities and define appropriate improvement actions.

$1 billion global manufacturer of automotive thermal comfort products operating in Asia, Europe, and North America.

PRODUCTION AND MANUFACTURING ENGINEERING MANAGER
Directed activities of a manufacturing operation. Managed 49 supervisors, engineers, and technicians, 90 production leaders, and 1,000 operators.

• $350,000 in equipment purchases avoided by raising the OEE of owned equipment from 70% to 85% by maximizing equipment speeds, rationalizing preventive maintenance, and incorporating SMED techniques.
• Reduced the work-in-process inventory of all value streams to less than one day and accelerating throughout by expediting material flow through a combination of pull and push systems.
• Initiated a first-of-a-kind production line one-month ahead of schedule with minimal quality failings by prompting the development group to exercise a proactive planning process.

• 99% 5S score realized after seven months of cross-functional team effort by enhancing classroom training and conducting practical exercises that improved awareness and developed attendant procedures and surveillance.
• Contributed to plant wide IATF 16949 certification by receiving a 100% conformity rating for all operations within directly supervised departments.
• Trained and mentored 55 associate managers, engineers, and supervisors in lean manufacturing concepts, policies, and procedures.
• Zero recordable accidents within 12 months recorded by maintaining all safety devices in proper condition and ensuring adherence to directed workplace comportment.

• 97.5% on-time delivery reached by correcting inventory levels, broadening communication with the customer, and expanding floor leaders’ participation in the training process.
• Boosted product quality by reducing product defects 56% at the conclusion of a one-year project by assembling and leading a multi-discipline team in the application of quick fix, 8D, and poka-yoke problem-solving techniques.
• 96% output efficiency of a new value stream producing 30 complex parts with an under-trained workforce attained by fostering departmental cooperation, rapid feedback, and shifting of operator duties in response to labor needs.
• Exceeded targeted labor cost reduction 55% by conducting a two-day kaizen event that reduced the cycle time on a legacy production method; piloted and installed the walking line concept of manufacture.
• 32% additional space garnered from the facility by shortening the length of functioning assembly areas and minimizing material travel distances through the launching of Kanban and mini-market systems.

BENDIX, LLC
Automotive supply- manufacturer building components for heavy commercial vehicles in 30 countries.

BUSINESS TEAM MANAGER
Led organization of 23 supervisors, engineers, technicians, and 350 operators producing air brake systems.

• 40% rise in capacity produced in four months by creating and executing an aggressive ramp-up strategy.
• Inaugurated three production lines experiencing no delivery delays and limited quality issues on budget and schedule by executing a detailed installation plan and maintaining robust communication with engineering support.
• Introduced the use of OEE measurement on all critical equipment increasing overall efficiency to 90%.

SUPPLIER QUALITY ASSURANCE COORDINATOR
Addressed supplier quality performance including inspections, evaluations, and corrective actions.

• 50% curtailment of average supplier response time to quality concerns generated by shortening the company’s time to initiate complaints and by partnering with purchasing management to apply pressure for resolution.
• Championed the use of a supplier audit plan to evaluate the competence of the most critical vendors and allow anticipation and remediation of potential issues.