Vice President Operations Manufacturing - Executive Resume Search
Vice President Operations Manufacturing - Executive Resume Search
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Vice President Operations Manufacturing Resume

Desired Industry: Executive SpiderID: 47601
Desired Job Location: Huntsville, Alabama Date Posted: 1/22/2011
Type of Position: Full-Time Permanent Availability Date:
Desired Wage:
U.S. Work Authorization:
Job Level: Executive (President, VP, CEO) Willing to Travel:
Highest Degree Attained: Willing to Relocate:

4/10 – Present COO – Vice President of
LGE, Reynosa, Tamaulipas, Mexico
Responsible for Manufacturing, Materials,
Purchasing, Engineering, New Product Introduction
and Outsourcing with total headcount of more
than 2600 members and yearly sales of $3.2B
USD. 31% increase in shipments while decreasing
headcount by more than 60% and improving
quality by 38%. OTD improved to 97% as
operational efficiency has increased by 26%.
Worked with HR to improve VoE by 10% while
reducing turnover by nearly 50%. Implemented 3
Days Frozen Schedule. New Product Introduction
process has been improved by realigning
organization and processes while still successfully
introducing more than 100 new models in 5
months. Inventory has been reduced by 47% in 5
months by establishing a pro-active materials
end-of-life team, materials sales back program,
weekly raw material PO vs. demand process and
reduced raw material lot sizes. Innovative and
first in class manufacturing process for TV’s
established with worldwide savings of $8.3M USD.
PCBA local sourcing increased by 25% resulting in
yearly cost savings of $2.1M USD.

7/07 – 3/10 Vice President Operations
Sargent Controls & Aerospace, Tucson, Arizona
Responsible for all operations within the business
network. Led Lean transformation and turnaround
of Mexico and Montreal facilities. Going “back to
basics” and applying Lean techniques in 3 months
increased productivity 11%, increased production
output by 18%, revenue by 9.8%, shipments by 6%.
Reduced duties into Mexico by 61%, tooling cost
by 52%, doubled First Article acceptance rate and
reduced past dues by 38%. Factory out of the red
in 6 months. Opened 24% green space that has
allowed site to accept new customers & new
business. Revamped new product process while
introducing more than 55 new products in one
quarter. Transit time to and from the border
reduced by 75%. Freight costs have been reduced
in excess of 50%. In Montreal, reduced past due
orders 86% while eliminating customer quality
complaints. Manpower aligned to business size
while increasing employee commitment and union
support. New Product Introduction process aligned
with customer needs and delivery requirements.
Launched DuPont’s STOP safety program across
corporation resulting in 65% reduction in
recordable accidents and $175K in workman
compensation savings. Established company wide
operational metrics achieving a 38% reduction in
scrap, 12% improvement on delivery, 26%
reduction in past due. Drove ITAR compliance in
Mexico and Montreal in support of customer’s
offset requirements. Actively participated in
potential acquisitions leading the operations and
EHS teams in the due diligence process , as well
as, being a strong contributor to the company’s
strategy development.

7/01 – 6/07 General Manager
Celestica Aerospace Technology Corporation,
Austin, Texas (4/05- 6/07)
Full P&L responsibility. Led transformation from
commercial to Aerospace and Defense
manufacturing. Successfully exited customers that
did not meet desired profile or strategic plans.
Managed to break even with revenue shortcoming
of 22% for 2005 while achieving profit plan in
2006 with a 10% revenue shortcoming. Drove
Lean and 6 Sigma resulting in 1.6% of Sales cost
reduction. Increased site Green Belts by 41%.
Reduced factory space utilization by 37%,
increased productivity by 43%, cost reduced by
24% & improved operational effectiveness by 46%.
Inventory Turns increased from 5.8 to 8.2 while
accuracy improved from 92% to >98%. Achieved
recertification in ISO 9K, 14K, AS9100 and ESD
20.20. Established Bid Proposal Team that lead to
the multiple awards of new non-organic A&D
business. New ERP system implemented in 12
weeks. Site was standalone from Celestica, Inc
due to DoD requirements. Supported other
Celestica sites as they entered into Aerospace
market. Revised and purchased required capital
equipment to align technology offering with
customer needs and roadmaps. Received 3
Raytheon Supplier of the Year awards from more
than 1000 suppliers, and Sullivan and Frost award
for best performing EMS serving the Aerospace &
Defense Industry, recognized as Most Improved
Site in 2006 and received CEO award for Cost
Reduction and Operational Effectiveness.
Security Clearance: Secret

Director, Global Business Operations, Celestica,
Inc. (5/02 – 3/05)
Austin, Texas
Member of Global Customer Unit responsible for
new and emerging accounts in North America.
Responsible for $200M P&L. Managing 2 multi-
sites, multi technology customers working with
multiple sites in different geographical regions.
Responsible for site selection and sourcing
decisions. Transfers into low cost country (China)
resulted in $10M savings to customer and
increased profitability. Worked with local Chinese
teams (2 sites) to accelerate transfers resulting in
increased business, sole source position and
increased customer satisfaction. Transferred
Power Supplies and Power Amplifiers from US and
Canada to Donguan and Suzhou, China.
Negotiated with customer to cover all transfer cost
resulting in more than $1M in unplanned revenue.
Raw material shared between sites to insure
lowest TCOO. Achieved highest customer
satisfaction rating & received Supplier of the Year
Award for 2004.

Director of Integration, Celestica, Inc.
(7/01 - 4/02)
Celestica Inc., Monterrey, Mexico
Managed virtual multi-site, multi-geography team
in largest product transfer in company history.
Seven sites involved, as well as, 2 customer sites
and 3 competitors. Multiple technologies and
customer divisions involved in transfers. Worked
with corporate functional teams to insure
execution to customer expectations. High level of
customer satisfaction achieved through transfer as
quality and cost goals were met or exceeded.
Revenue increased due to transfer $1.4B.

2/92 - 6/01 Director of Manufacturing
Operations & Site General Manager
(4/00 - 6/01)
Motorola, Inc. Chihuahua, Mexico
Led transition from paging to cellular factory.
Installed 6 double-sided SMT lines. Transformed
site into most cost effective factory surpassing
China resulting in $62M cost savings. Worked
with Mexico SECOFI (Ministry of International
Commerce) insuring $0 duties for raw material
importation. First year savings exceeded $21M.
Distributed 1st product directly from the
Chihuahua facility into the Mexican market
resulting in savings of $24M/year. Established
fastest new product ramp up in group history.
Achieved 45% cost reduction in first 6 months of
2001 while reducing inventory by 33%. Quality
improved 67%. ISO14000 certification. Site 2000
sales $800M. Site 2001 sales run-rate $1.2B.

Director of Technology and Strategy Programs,
EMEA (1/00 - 3/00)
PCS, Motorola, Inc., Dublin, Ireland
Developed Manufacturing Technology Strategy that
would double EMEA’s cellular capacity while
providing leading edge technologies that would
provide competitive advantage. Directed virtual
multicultural team assigned to reduce test cycle
times by 50%. Assigned teams by product
protocol technology and product type. Leads in 3
major geographies were selected and baselines
established. Reductions and lessons learned were
shared. Cycle time reductions exceeded goal and
cost avoidance resulted in capital avoidance of

Director of Manufacturing Operations & Site
Manager (8/98 - 12/99)
Motorola, Inc., Boynton Beach, FL
Asked to relocate to Florida to reduce cost and
transition of organization. Responsible for high-
volume, high-mix factory. Managed Production,
Supply Chain, Manufacturing Engineering and
Advanced Manufacturing Technologies. Achieved
49% reduction in conversion cost and 15%
reduction in operational budget. Transitioned
factory from high-volume, high-mix to low-
volume, high-mix manufacturing, technology
development and new product introduction site.
Managed $19M budget. Site sales $400M.

Site General Manager (1/98 - 7/98)
Motorola de Mexico, SA, Chihuahua, Mexico
Achieved fastest ramp in Paging history. New
monthly production and shipping records
established for 7 consecutive months resulting
in$20.4M savings. Established direct fulfillment to
Mexican market, reducing cycle time by more than
2 weeks and increasing customer satisfaction.
Achieved lowest cost of any Paging facility in the
world. Managed $11M budget. Site sales $250M.

Manufacturing Operations Manager &
Materials Manager (2/96 - 12/97)
Motorola de Mexico, SA, Chihuahua, Mexico
One of two expat’s in new $75M facility.
Developed site’s master start up plan. Output
increased 83% and quality goals met. Product
transferred resulted in 50% cost reduction.
Inbound and outbound logistics routes were
established, warehouse in El Paso, TX was
contracted, NAFTA certification was obtained and
international and domestic shipments started.
Established Traffic and Customs office, Purchasing
and Planning department, as well as, Shipping,
Packaging, Warehouse and Receiving departments.

Operations Manager (11/94 - 1/96)
Motorola, Inc., Boynton Beach, FL
Factory had not achieved ship acceptance in 2
years and was in the red. Went “back to basics”
doing Value Stream Mapping, time studies,
eliminating bottlenecks, training engineers and
supervisors. 68% quality improvement achieved
and was out of the red in 9 months.
Improvements resulted in cost savings of $14M.

Motorola, Inc., Vega Baja, PR (2/92 - 10/94)
First Material Quality Engineer. Promoted to
Product, Process and Equipment Engineering
Group Leader, Section Manager and Production
Manager for low-volume, high-mix programs.

BS Electrical Engineering, Boston University 1986

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