Operations manager, Production manager, Production superintendent, Project coordinator, Shipping and receiving manager, Industrial and Process engineer, Shift leader supervisor.
REGAL BELOIT (Mc Allen Texas) From 08/12 to 05/2013
SHIFT SUPERVISOR LEADER
Managing a production area with 28 direct labor employees and 2 team leaders. Planning daily production, tracking or KPI (safety, quality, efficiency, costumer SAY DO), track the dies life (hits) daily to have a better use of them, make a PM schedule for the equipment (stamping press and furnace); performed TPM for a new equipment (stamping press, die cast furnace and anneal furnace), track the repair time for each die with tool room leader.
·Keep our costumer SAY DO over 95%.
·Increase our OEE from 33% to 55 %
·Achieve 100% in all the PM scheduled by week.
·Lead the HET (high energy team) from maintenance team developing 2 KAIZEN activities per month.
·Reach 400 days without accidents
MIRSA MANUFACTIRING (Los Indios Texas) From 03/2012 to 07/2012
Working as a Mirsa auditor for general motor company project in Panasonic warehouse, reviewing any failure reported by the Panasonic team, developing daily report for GM Company
·Identify Real failures on time for GM team.
·End the project on time projected by GM team.
·Increased the models from GM to test from 1 to 3.
JABIL GLOBAL SERVICE (Reynosa Tamaulipas México) From 09/2007 to 12/2011
Managing the production department with 12 lines supervisor and 2 senior supervisors with 280 direct labor employees. Tracking our KPI daily and weekly.
·Costumer compliance over 90%
·Reduced to cero the damage percentage from SPRINT costumer.
·Meet the commit with NPI (100% on time)
·Reduced the absenteeism from 7.5 to 3.1%.
·Improve our process using lean tools (VSM, 5’s, KAIZEN) doing the same with less Head count (~10% less HC)
WESTERN REFLECTIONS (VDO) (Matamoros Tamaulipas México) From 05/2005 to 08/2007
Managing the production floor with 3 lines supervisor and 2 with 160 direct labor employees. Tracking our daily results (KPI) quality, efficiency and safety.
·Costumer compliance @ 100%
·Implementing the andon system and visual factory.
·Process improving using lean principles as a 5’s and paretos increasing our productivity from 66% to 100% using the same employees amount.
RUSSELL ATHLETIC (Campeche and Chihuahua, México) From 01/2002 to 05/2004
Managing all the production floor including engineering, shipping and receiving, maintenance (shop and facility) and training, with 3 production manager, 3 production superintendent, 25 lines supervisor and 1500 direct employees.
·Costumer compliance 100%.
·Reduce our cost from 11 cents per minute to 7 cents.