MVM Advisory Group LLC - Fresno, CA
Principal consultant assisting entrepreneurs, small to medium sized businesses with business development; start-up, strategy and advisor. Facilitator of workshops focused on all business topics including: emotional intelligence, business plans, financial projections, marketing etc.
Baltimore Aircoil, Madera California
Experienced in managing high performing, result oriented, cross functional teams. Presently responsible for effectively leveraging and supporting 200+ employees ensuring alignment with organization strategic objectives and values. Additionally, my responsibilities extend to the development of key leaders to meet future organizational challenges and expectations.
Accomplishments include, but not limited to:
Strategically adjusted the labor force of each department; reducing waste, re-allocating resources to make departments more productive leading to a 15% reduction in overtime year over year, and improved productivity performance across all departments.
Establishing top-down objectives to foster connectivity between daily leading indicators and year-end targets. This initiative also involved implementing management systems that unified performance measurements throughout the communication infrastructure, reducing site productivity variances year over year.
Improving departmental communication and performance measurement reporting systems; demonstrating improved site labor cost variance by as much as 20% year over year.
Improving equipment capacity utilization across critical fabrication functions, thereby reducing manufacturing lead times to internal and external customers and enhancing first-pass yield by 50% year over year, and OEE performance by ~12%
Implementing strategic planning that empowered support functions to better align with site performance objectives, impacting plant scheduling strategy and inventory management for improved financial performance.
Active management and enforcement of organizational expectations resulted in a substantial improvement in site safety participation and accountability, contributing to a year-over-year safety performance improvement.
Accomplishments include, but not limited to:
Improving key safety engagement measurements by 13% through active accountability.
Collaborating with the EHS management team to coordinate training and team engagement events, leading to a ~30% reduction in site first aid and a 50% year-over-year reduction in recordable rates.
Developed a ‘zero tolerance’ culture around employee negligence concerning site safety standards; holding both front line team members and junior leaders accountable for executing on expectations.
As Operations Manager I contributed to the overall success and sustainability of the manufacturing operations through financial responsibility, continuously aiming to ensure the efficiency and profitability of the manufacturing processes.
This includes, but not limited to:
The Development, management, and optimization of budgets of all manufacturing operations.
Collaboration with finance teams to align operational budgets with overall organizational financial goals and targets.
Identified cost-saving opportunities and implemented measures to reduce operational expenses without compromising on quality or efficiency.
Generated and presented financial reports that provide insights into the financial health of the manufacturing operations.
As a Senior Site Leader, I not only oversee my direct function but actively participate in maintaining site operations in the absence of leadership, stepping in to fill voids when necessary.
This includes, but not limited to:
Operating as the Engineering manager; providing stability to the team to ensure organization expectations and objectives weren’t disrupted.
Organized and led site strategic planning events to ensure that the site understood annual plans, strategy, and focus required to produce the expected result.
Routinely supporting plant operations through Plant Manager relief assignments, ensure site performance expectations are maintained and executed upon.
Providing support and alignment within the supply chain; this includes providing analysis, training/coaching, reallocating resources, etc.
Continuous Improvement Manager
Baltimore Aircoil, Madera California
As the Facilitator of Continuous Improvement initiatives at the site I was able to introduce Value Stream Mapping (VSM), providing written training and hands on exercises and events. In partnering with plant leadership, VSM is now an important part of how the organization assesses and improves operational performance.
Accomplishments include, but not limited to:
Deploying VSM methodology, we were able to accomplish a reduction in the fabrication lead time of a key project, which supported the organization’s strategic growth strategy, resulting in a ~30% reduction in fabrication lead time and a $300K+ “Cost Out” improvement comprised of both labor and Material efficiency improvements.
Using the VSM framework, we were able to identify flow disrupters in the Assembly process. Through the reduction of non-value-added activities, consisting of Muda within the process, we were able to improve daily throughput by ~20% percent.
As a change agent within the organization, I was able to Accelerate growth by leading plant leadership through the launch of an Operational Excellence program, providing the support and training required to improve and expand the business.
Accomplishments include, but not limited to:
Structured and managed plant production goals to ensure goals were clear, achievable, and had the buy-in of the Operations leadership team, producing a ~6% plant productivity improvement.
Supported the development and deployment around the organization’s Behavioral Based safety program resulting in a ~53% reduction in the plant TRIR.
Deployed SMED principles to reduce equipment downtime and maximize labor utilization through the development of a production scheduling matrix resulting in a 15% improvement in a ~12% OEE improvement.
Through the execution of this initiative and its success it improved the department's trust in continuous improvement, generating other organic change initiatives.
This includes, but not limited to:
Established down time stop reason identification and categorizing which enabled additional bottleneck removal initiatives, resulting in a ~6% OEE improvement.
Improved material management practices to ensure all materials were accounted for as stored at the point of use according to order number and date of production, reducing the NVA activities by ~13%.
Extrusion Production Supervisor
Directed and coordinated the activities of employees engaged in production processes, such as quality control, line setup, and material conveyance. Additionally, I established work schedules, assignments, and production sequences to meet production goals.
Some of these RCCA events include:
Process efficiency within the assembly department resulting in 50% reduction in Lead Time and $60,000 reduction in overtime.
Equipment availability improvement through SMED activities, improving product scrap by 2%, reducing setup time by 60%.
Created and implemented training workshops to increase the knowledge of managers and front-line staff in process improvement principles and techniques to achieve business goals. Continually developing the program to be in alignment with industry trends, ensuring that the organization’s CI culture continues to develop.
This includes, but not limited to:
Two major events a year where concepts are reinforced through participating in active CI events. Class size ~20 students encompassing all departments.
Monthly workshops, 24 courses a year, focused on waste/failure identification and elimination. Class size ~50 students encompassing all departments.
Developed a process that allowed top level management to develop annual strategic plans and visions which shaped the direction of their respective departments. This critical function ensured the alignment of resources to maximize value for the organization.
This includes, but not limited to:
Unified plant leadership by facilitating the alignment of goals of top management, as well setting routine around initiatives to ensure continuity and accountability.
The result was a 24% improvement in plant Overall Equipment Effectiveness (OEE).
The elimination of conflicting initiatives, resulting in the elimination of non-value-added spending and deployment of resources.
Continuously coaching department leadership to develop Lean Management Operating Systems (LMOS) that systematically Identify and eliminate waste utilizing Kaizen, DMAIC, PDCA methodologies. The result is 10+ kaizen events a year and 50+ Rapid improvements a year.
Some of these events include:
Material consumption efficiency improvement event. The result of the improvement event was 120k in annual raw material savings.
Order entry / Load tender Value Stream Map workshop. ~1.5-day reduction in average Lead Time
Material Logistics Supervisor
Netafim, Fresno California
January 2012 – Spring 2015
Established order management, shipping, and other interdependent systems to accurately coordinate logistical activities to optimize raw material life cycles, including internal allocation, delivery, recycling, reuse, and final disposal of resources.
This includes, but not limited to:
Through redeployment of labor and use of process flow techniques, I was able to produce a $60k labor cost savings and 15% output improvement.
Established an inventory management system which allowed us to accomplish, and maintain, a resin material Inventory cycle count accuracy of 97%.
Create policies and procedures for logistics activities direct operations to ensure achievement of cost, productivity, accuracy, and timeliness objectives.
This includes, but not limited to:
Designed and implemented quality audit Program resulting in a significant reduction in cost of reprocessing.
Established Autonomous maintenance program, improving equipment availability by 15%
