Plant manager

Report to Global Operations VP in USA
Responsible of Mexico Operations that services OEM´s and T1 / T2 customers in USA, ASIA & South America 

A T1 Automotive Plant with over 800 HC:   Areas of direct report (Managers): Production, Engineering, Quality, Logistics, Production Planning, Warehouse, Distribution, Purchasing, Maintenance, Facilities, Finance:
•	Fully responsible to reach P&L, financial budget, Commercial forecast, and business objectives.
•	Full deployment of “Quality Excellence Best Practices” in the Manufacturing floor and other areas.
•	Elimination of old practices by involving all teams from top to bottom to reach optimum productivity, efficiency. Improve OEE from 63% to 84%, DLE from 59 to 82%, Ops Profit by two digits. Turn around Ops.
•	Work closely with top and medium management to create value and interiorized culture.
•	Sets challenging cross-functional goals that support the organizational goals and strategies.
•	Developed new strategies to achieve company goals and objectives.

Reported to Regional NA-Mx General Director and VP of Global Ops France

Responsible of the operations of 4 Manufacturing units of “The LeGrand Group” in Mexico that service USA, Central and South America with over 1000 in HC, that produces Electrical and Electronics components, parts and devices, power distribution systems, cable management systems and network interfaces devices. Vertical integrated process with Injection Molding, Press & stamping equipment, laser steel and alloy cutting machines, die casting, fully automated machines, and manual assy.
Areas of direct report (Managers): Production, Industrialization, Engineering, R&D, Product Quality, Logistics, Production Planning, Warehouse, Distribution, Purchasing, Maintenance, Tool repair shop, Facilities, Manuf. Control:
•	Fully responsible to reach P&L, EBITDA, Op’s profit, financial budget, Commercial forecast, and business objectives.
•	Full deployment in each productive area for optimum productivity, efficiency, and most important deliver best quality products to our customers.
•	Developed new strategies to achieve company goals, objectives and create value.
•	Monitored company objectives using indicators (KPI’s & MOR’s -Metrics of risk) 
Accomplished:
•	Comply over 98% service levels to our domestic and export customer distribution chain; Increase of Efficiency from 67% to 82% in a quarter; OEE improvement from 61% to 83%; Improve operations contribution by 18% thru efficiency, productivity, and total control of cost expenses such as: Direct & indirect head count, over time, purchases.

Reported to VP of Ops USA & Americas Regional Manager
Direct Reports: Sr. & Jr Operations Managers, Production, Quality, Engineering, Logistics, NPI & Plant Controller 

Responsible of three T1 Automotive Manufacturing Operations that produces steel and alloy tubing - fluid systems for the Automotive OEM´s. Sets challenging cross-functional goals that support the organizational goals and strategies. Fully responsible to reach P&L, financial forecast, and business objectives.
Integrated functional strategies, utilizing business expertise to reach financial and operational objectives.
Developed operational functions essential for increasing firm’s productivity such as product promotion and placement, Evaluated and established standards and guidelines.
Monitored company policies, KPI’s & MOR’s (Metrics of risk) and developed new operational procedures for firm to increase efficiency. Accomplished:
•	Operations turnover; Increase of Efficiency from 56% to 77%; Elimination of overtime; OEE improvement from 66% to 82%; Improve operations contribution to two-digit figure; Reduction of Scrap by 65%; Re-lay out of the production process to optimized material flow.

Reported to VP of Ops USA and Global Production Engineering Director in Germany
Direct Reports: Jr. Managers, Team leaders, Engineers and Supervisors

KOSTAL (T1) develops and manufactures technologically advanced electronic, electromechanical, and mechatronic products for the automotive industry. Vertical Integrated Operation with: SMT-PCB Production lines, Full Automated and Manual Assembly Lines, EOLT testing Processes, Injection Molding, Plastic Painting & Metal Processes. 

Headed all Production Engineering & Operations in three manufacturing sites: Mechatronics, Electromechanical, Electrical, Electronics, Manufacturing Processes, Product Development, Customer Liaisons & Service, Product Quality, New Product Introduction (NPI´s), Lean manufacturing, Process Improvements, Cost reductions, New Technologies, Assembly Lines.  Responsible for the P&L & ROI of every single Business Case by executing investments through equipment, assembly lines, manufacturing processes implementations for the North American market in different plants & Maintenance. 
Handling premium customers such as BMW, Daimler Mercedes, Audi, Fiat, VW, Chrysler, Ford, GM, and Nissan among others. Responsible of 14 + million EU in budget. Accomplished: 

•	Spearhead product development and new product introduction as well as launch of new technology. 
•	Ensure optimal performance through Lean Manufacturing methodologies to enable process improvements and cost reductions. 
•	Leverage market and product knowledge to guide investments through equipment, assembly lines and manufacturing processes for plants throughout region. 
•	Serve in key client-facing role as company representative for key clients such as BMW, Daimler Mercedes, Audi, Fiat, VW, Chrysler, Ford, GM, and Nissan.

Reported to VP of Ops Canada

Responsible of 4 business units. A High-End Electronics and Communication Devices Manufacturing Plants.
Led and supported Junior Managers, Team Leaders, and Senior Supervisors in oversight of 2600-person team for manufacturing support functions across engineering, planning, SC, QA, R&D, HR, and maintenance business units. Managed planning, organization, and execution of manufacturing and maintenance operations. Continually controlled and evaluated spending against budget. Orchestrated all efforts related to Lean integration, cost reduction, and continuous improvement. Reported directly to CFT Director and Global VP of Operations.

Reported to Asia-Pacific VP of Ops Taiwan and CEO           		

Directed team of Staff Managers, 1200 Ops HC in two sites and $18M in budget. Managed all operations of plant, manufacturing management, Sales, NPI, Marketing and customer satisfaction, Led all aspects of strategic planning of manufacturing processes in QC, Engineering, Materials, Product Development, Finance, Budgeting, Forecasting, Policies, process improvement. Consistently report positive P&L and EBIAT. Reported to company CEO and CFO, based in Taiwan:  Accomplished:
•	Transfer 2 sites from China, Greenfield project - Turnkey Project Director +22 Million Investments in Equipment and Machinery: Stamping, Pressing, Die Casting, Welding, Steel and Alloy Laser cutting, Coating, Painting, CNC, SMT, PLC, Plastic Injection.  A Metal mechanical Auto parts maker for the NA after market.

Masters in Business Administration /  Industrial Engineering