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Click here or scroll down to respond to this candidateCandidate's Name
Street Address Redington Dr.EMAIL AVAILABLEAda, MI Street Address
C: PHONE NUMBER AVAILABLEPurpose StatementPassionate Industrial Engineer driving operational excellence through Lean Six Sigma. Proven track record of boosting productivity, quality, and profitability while reducing waste and costs. Empowering teams to achieve sustainable success. Bilingual in Spanish.Selected HighlightsDeveloped and implemented projects reducing operative cost by 25% generating savings of $1.6 million/yr.Cost reduction by $250K yearly as a result of process improvements (kaizen).Reduction of inventory by 40% by effective Kanban implementation. Generating cash flow of $450K monthlyContributed to strategic development and implementation of continuous improvement procedures, increasing revenue by 250% in 5 years.Trained people and managed all the quality aspects reducing the returns by 50% yearly by identifying quality control in critical processes and establishing best practice habits.Developed KPIs to evaluate performance and improvements.Demonstrated Skills & KnowledgeContinuous Process ImprovementsStatistical Process ControlCost controls/reductionsExpansion /turnaround strategies.R&D/engineering operationsStart-up operations/organization.Plant operations systems designFinancial planning & analysis.Professional ExperienceSr Director of Manufacturing, The Container Store, United States2022 - CurrentCreated current and future state value stream maps, developed, and managed a plan to arrive at the future state, introducing daily kaizen, making the flow completely visual. Reducing the lead time from 86hrs to 9.5 hrs. in 3 months.Introduced daily KPI, to identify and reduce value stream waste, improve quality, productivity, and reduce lead times, changing some habits to launch a culture of continuous improvement.Established an inventory system, and Kanban indicators.Established Safety Committee, new safety habits.Director of Manufacturing Excellence, OBrian Harris, United States2020 - 2022Created current and future state value stream maps, developed, and managing a plan to arrive at the future state, introducing daily kaizen. (Improvement kata and Coaching kata)Turn around plant from 20-25 days delay to be on-time in 30 days.Introduced daily KPI, to identify and reduce value stream waste, improve quality, productivity and reduce lead times, changing some habits to launch a culture of continuous improvement.Director of Operational Excellence, California Closets, United States - PROMOTION2018 - 2020Developing and establishing a Quality System, with clear QA processes and methodologies. Defined new SOP company policies. Leading a team project to reduce 69% of non-conforming products.Implementing Kanban systems at two plants increased OEE by 30% reducing wait time by 50% in packing.Leading team kaizen/continuous improvement projects, applying ideas/concepts to daily job.Value Stream Manager, California Closets, United States2015 - 2018Reduce lead time from 3 days to 3 hours by reducing batch sizing and implementing clear VSMs. Providing root cause /countermeasure, PDCA, and A3 training dropping cost, and improving quality.Leading team kaizen/continuous improvement projects, applying ideas/concepts to daily job.Propose cost-saving projects in a 5-year plan, including the start-up of two new manufacturing centersDeveloping CI/SOP/WI for several plants and distribution centersEnsuring compliance with safety policies and regulationsProviding new methods/improvement solutions in efficiency and quality.Lean Manager/Plant Manager, The Stow Company, MI, United States2010 - 2015Increased productivity by 76% developing VSM, PDCA archiving a reduction by 30% in labor cost.Increased inventory rotation 10 times by implemented the Kanban system. Reducing the WH area by 45%.Participated and executed onboarding plans to move the plan to Holland, MIEstablished KPIs and set up daily goals, reaching the goals up 95%, with employee engagement.Developed training and trained key employees on Lean methodology (VSM, one-piece flow, JIT, TPS)Partners with other Department Managers to execute critical projects for business growth.Plant Manager, Scott Group, MI, United States2003 - 2010Increased productivity by 20% by reduced cycle time from 14 to 6 weeks by Kaizen workshops as a primary strategy for cost-saving initiatives & employee engagement over 120 participants growing the company from $5 to $30 million in 6 years.Expanded market share by 18% through process improvements, requested by these new customers. Developed new markets, by introducing new products (DFSS) in a very high-end market, these products produced 70% profitsDeveloped and introduced production metrics and scorecards, by using SPC also created new procedures, equipment, and tools to eliminate product mistakes.Developed Quality Manuals and procedures, Trained people, and managed all the aspects of Quality, reduced the returns by 50% yearly by identifying quality control in specified processes, establishing the best practice habits.Developed and evaluated Root Cause Analysis resolving difficult equipment and operational problems. Analyzing and establishing new procedures.Monitored all the aspects of quality control to get ISO9001 certification. Included travel globally to the customer, resolving any quality complaint on-site, providing technical support, getting quality standards approval, filling surveys, and non-conforming reports.Manufacturing Engineer, Kalogridis International, TX, United States1997 - 2003Improved Costing process in custom products. Increased profits by 17%, saving over $2MM/yr.Worked with our supplier, we reduced the cost by $78,000 per year, eliminating unnecessary steps.Reduced lead time and increased our delivery on time by 83%, by introducing a new scheduling process. To meet scheduling delivery dates for on-time shipments by creating a database with strict drop dates by the department.Developed and maintained all aspects of quality control to obtain ISO9001 certification.Introduced and sustained bi-monthly safety meetings, and facilitated safety training, with PPT presentations.Technical Support Engineer, Wilcom Pty. Ltd, NSW, Australia1992 - 1997Played a central role in efforts to penetrate the global markets with a new product. Commissioned and start-up manufacturer factories in England, Spain, France, Australia, United States.Improved Customer Retention by 15% by providing troubleshooting service & technical support 24-7 global clients.Established an engineering and maintenance evaluation process for identifying improvement opportunities.Increased productivity by 25% by improving performance with new raw materials.Earned several promotions from Machine Operator up to Production Engineer.EducationBlack Belt Lean Six Sigma. Dalton, Georgia.Master of Finance, Postgraduate School of Business Administration, Lima, PeruBachelor of Science in Industrial Engineering, University of Lima, Lima, Peru |
