Doubled output of a major supplier of automotive components to meet contractual volumes. Utilized and implemented manufacturing skills on the production floor, in major departments, and in general management to optimize capacity in supplying product to Tenneco.

I am the VP of Operations of this company owned by a holding company, Avis Industrial Corporation. I was hired to turn the plant around after 6-8 years of losing sales and falling profits. In June, 2018 the plant had fallen from $27M to just $8M in sales and the company had not seen a monthly profit in 5 years. Through reorganization of the manager positions, filling three key open positions, and providing a leadership that drove the environment the company forecasted $13M in sales for 2019 and 10% profit.

I was transferred to this new plant joining the Dura organization with the mission to overhaul ists performance. This plant was a supplier of metal stampings for automobiles and laser welded seat components. The plant was 100,000 square feet with 225 employees. When I arrived several customers were in the process of removing their tooling and business due to poor quality and late deliveries to OEMs and T1 suppliers. Utilizing improvement methods developed over my career the plant in three years took EBITDA from -2.2% to 6.8%. Customer complaints were reduced by 45% in the first year with the application of true root cause and corrective actions. A benefit to on time delivery the excessive freight costs were reduced from $850K to $45k in one year. I overhauled the staff which was the biggest problem in the plant with the replacement of six of nine managers in the first year. I developed my replacement as General Manager by provided training and university programs to allow him to move into my position immediately upon my departure. I resigned from this position for a higher level management position over multiple plants with AMTB.

AMTB is a fabricator of state-of-the-art laser welded blanks from high strength steel as components to automotive chasses and bodies. I was hired to expand manufacturing from two plants in Mexico to four. Improvements that I drove during my two year period include upgraded staffing in critical manager positions. launched two major new products lines on-time with zero quality issues, increased Mexican IBITDA by 45%, reduced annual accidents from 6 to zero the second year. In the two years I drove capital expense of $25M to purchase equipment to support the growth and improved profitability. I left the company for a better position as President of Cumsa.

This plant manufactures cables for the automotive industry including emergency brakes, automatic transmission, and light duty cables for hood and trunk releases. This plant was created shortly before I arrived as a consolidation for three plants in the US that were closed as part of recovery from a bankruptcy. The plant was 200,000 square feet with 750 employees. It also included a distribution center in Brownsville, Texas. The EBITDA was good when I arrived at 17.5% and was improved over my term at the plant to 22.5%. On-time delivery of product serving OEMs and T1 suppliers was poor at 93% on-time, but was improved through my leadership to 99.5%. I directed a task to re-organize the plant into three Value Streams as well as a Value Stream organization that drove much of the improvement in operations over my four years in this plant. I left the plant as a request of the Vice President Operations Director to move to the Monterrey plant that needed significant improvements in operations.

BeachMold is an injection molding manufacturing company molding parts for consumer and automotive customers. There had been no plant manager in the company for six months prior to my hiring. Profits were negative, inventory was flooding the warehouse, and deliveries of product to customers were continually late. Under my leadership the profits increased by 23%, inventory reduced by 51% and on-time delivery was improved to 99.6%. The situation required a significant upgrade with reductions in headcount in production and administrative, scrapping of excess inventory, and driving production to meet schedules for on-time deliveries. Unfortunately, due to the world-wide economy situation, the company made a decision to close the two plants in Mexico and consolidate the business in the main plant in Indiana.

I was Senior Operations Manager over all injection molding and decorating of automotive interior parts for the Alps operation in Reynosa, Mexico. The operation included 75 injection molding machines, one large automatic paint booth, and four laser printers. During my time in Alps I lead two major automotive launches for interior HVAC controls for a Honda Accord and for a new model of Acura. Both launches were on time and with excellent quality. To achieve the results I reorganized the management team, moving several and terminating and replacing others. The scrap in the department was 10% which was reduced to 3.9% after set the paint booth up as a "clean room" environment. I left the company due to the failing economy which forced Alps to reduce headcount from 3,000 people to 800 in two months.

Core is a composite molding company manufacturing large fiberglass body parts for the trucking industry. Parts included hoods, air dams, and deflectors. I was hired by Core which had just purchased a bankrupt company in Mexico, their first outside of the US. I was hired due to my composite molding experience along with experience managing Mexican companies. The plant was 300,000 square feet with 800 employees. Through focused operational improvements the company made a profit in the second quarter of my tenure. The focus was on process improvements and plant layout implementing one-piece flow production on most products similar to an automotive assembly line. During my tenure there was continual improvement in profits, product quality, and on-time delivery. I left the company to accept an offer with Alps with a 30% increase in salary. During my tenure the company was in a position to build a new building in Matamoros with additional molding processes moved from the US facility.