Goodwill Industries of South Florida is a leading manufacturer of complex military clothing, equipment, gear and associated items for the US Military.Currently, leading a Digital Transformation resulting so far in a 17% and 32% increase in efficiency and productivity, respectively, with a significant improvement in quality. Our digital transformation is making us a leader in US Apparel manufacturing.

Valley Forge Flag, based in Wyomissing, Pennsylvania, is one of the largest U.S. flag manufacturers. I was pro-actively recruited during the pandemic to lead and continuously improve there multi-site manufacturing operations through lean techniques and automation of there operations. I am responsible for overseeing all areas of the manufacturing process for 1 textile plant, 3 sewing facilities, and 2 Distribution centers in addition to managing domestic mfg. contractors so that products are manufactured on-schedule and within quality standards and cost objectives. I work with the Plant Managers to tactically improve the overall production process, product quality, cost outcomes, and culture.

Pro-actively recruited by Wells Lamont, who is owned by Berkshire Hathaway company, and they are composed of 5 Industrial Safety Glove companies. Responsible for the supply-chain operations strategy execution and performance management for 2-textile glove facilities and 1 DC with 2 direct plant manager reports. One of the facility was fully automated with Shima Seiki flat bed Knitting machines and a automatic glove dipping machine.

Hanesbrands Surin Thailand is a Knits Panty Cut & Sew manufacturing facility with 2,000+ operators. I was working as a consultant for the Management team to help them turnaround the performance of their cutting operation. Focus Areas 1) Cutting Management Training 2) Marker Grouping process and implementation. 3) Development of management tools 4) Daily coaching, data collection, and cycle checking 5) Labor Productivity & Machine Uptime improvement 6) Material Utilization Yields ImprovementResults: A) Increase in cutting productivity from 36K Dz/Day to 45K Dz/Day. An increase of 25%. B) Lectra machine utilization from 40% to 68%. C) 60% of the markers are grouped generating $15K/month in positive material variance.

Assigned to lead and strengthen all 9 Asian Facility and Social Compliance activities throughout 5 countries. Responsible for capital budgets, compliance, and managing all facility improvements and or supply chain expansion projects for the regions 9 manufacturing facilities with 3 direct reports. Main Tactical Project: To lead the transfer of the textile cutting operation from China and co-locate to each sewing manufacturing facility in South East Asia with a $9 Million budget. Below are some key stakeholder accomplishments: Using Project Management tools and leading a cross functional team we completed the following:A) A 8,600m2 cutting facility with a cutting capacity of 500K dz/Wk in Phu Bai, Vietnam to support Male underwear sewing.B) Converted an existing sewing facility into a cutting operation with a cutting capacity of 200K dz/Wk near Hanoi, Vietnam to support Knit panty sewing.C) Converted an existing sewing space into a cutting area with a capacity of 200K dz/Wk in Surin, Thailand to support Knit panty sewing.

Assigned to lead and strengthen all Process Improvement Engineering and technical training activities in Asia. Responsible for capital budgets and managing all process engineering, technical training, and cost saving projects for 10 manufacturing facilities with over 15K employees.Main Tactical Objectives: 1) Lead the transfer of the woven boxer operations from Costa Rica to Vietnam.2) Lead the transfer of bra operations from Thailand to Vietnam. 3) Train engineering staff across all facilities and develop programs with plant management to raise the efficiency from 80% to 100%. 4) Start & lead a Cost Saving program for the region. Below are some key stake-holder accomplishments:A) Through Lean techniques, the Cost Saving programs in Asia saved $25 million dollars over a period of 4 years.B) Execution of plans through better training by setting up AMT function that facilitated the rise of efficiency to 100% in all knit plants.C) Through the application of Project Management, I spearheaded the successful transfer of the Costa Rica cut & sew Woven Boxer operations into our newly renovated Hung Yen South (HYS) Hanoi facility in 2014.D) Championed the successful implementation of setting-up a new 1,500-operator cut & sew bra operation in 2015 at HYS Hanoi facility with better layout, machinery, and process flow than previous location.

Assigned to lead the start-up and growth of Hanesbrands largest manufacturing operations in Asia. Responsible for leading the growth and performance of the largest Hanes manufacturing facility with 8 direct reports and 5,000 employees.Main Tactical Objectives: 1) Lead the build-up from 600 to 2,000 employees by 2010. 2) Build a second manufacturing facility by 2010 and continue to ramp-up to 4,000 operators.Below are some key stakeholder accomplishments:A) Efficiency increased from 57% in 2009 to 80% in 2010 yr as we build-up from 600 to 2000 operators and achieved lowest cost location ($0.038 Cents/Min) in the network by applying lean manufacturing principles and continuous improvement efforts.B) Led the opening and management of a second 3,000 operator mfg. facility (Leeds Silver Rating certified) in 2010.C) Manage the growth from 2500 employees to 5,000 employees from 2010 to 2012.

Selected and promoted for an Expat assignment in Asia. Responsible for leading all supply chain projects; designing schedules, assessing risks, capital budgeting, monitoring, directing staff, tracking progress to on time completion. With 2 direct reports.Main Strategic Objective: Shape and execute supply chain strategy with leadership team through Project Management work. Below are some key stakeholder accomplishments:A) Successfully executed a comprehensive A3 plan for the Bra facility to increase the productivity from 4 million pcs to 8 million pcs annually.B) Executed plans and effectively raised the sewing efficiency from 33% to 70% within 2 year through key Lean & Industrial Engineering Techniques at the new Thailand Bra facility along implementing a new sop floor control system.C) Led the opening of 3 large scale underwear facilities in 2008. 1 in North Vietnam, 1 in central Vietnam in February 2008. 1 male underwear in Central Vietnam in 2008.

Promoted to Supply Chain Manager. Focused on introducing new product styles into the supply-chain and assuring customer satisfaction. Designing calendar schedules, assessing risks, monitoring, directing meetings, tracking progress to on time completion. Participation in monthly Sales and Operations Planning meeting (S&OP) and "Where Make" process influencing the decision making where (Internal or Sourcing) products is to be made. Interfacing and bridging the front end of the business managers with back end manufacturing managers in order to facilitate new style introduction into the supply-chain on time. Key accomplishments listed below.A) Successfully introducing hundreds of new styles annually using Attask Project timeline software to Calendarize and track, communicate and interface with managers across the organization to ensure all new style Bra introductions enter into the Sourcing and Internal manufacturing plants and to the DC on time.B) Setting standards and best practices in the Calendar development and tracking process

Supply chain project management work. Engineering cost appraisals, planning and executing strategic cost saving and lead-time reduction projects. See some major accomplishments below.1) Interfaced with corporate leaders and Supply-chain management to analyze and implement various strategic Network Projects through Project management techniques in order to generate savings and improve service. Significant Cost Engineering work. Several key projects and analysis mentioned below.A. Transfer DC packaging process from the USA Distribution center to the offshore manufacturing facilities.B. Design and layout new Honduras Bra cutting facilityC. Analysis to move the Puerto Rico Cutting and components operation to Dominican RepublicD. Lamination Feasibility studiesE. Spanette Fabric operation feasibility StudyF. Wide Lace cutting to narrow lace feasibility study.G. Team participation in designing DC Inventory TIL formula ( Target Inventory Levels)

Pro-actively recruited by Hanesbrands. Responsible for Industrial Engineering management of 2 Intimates facilities of 1,800 sewing operators in SPS, Honduras with 8 direct reports.Main Objective: Convert the sewing lines to small continuous flow lines using Lean concepts. Key accomplishments listed below.A) Led the Lean Transformation implementation to convert from traditional PBS piece rate batch production lines to small mini factory continuous flow production lines (team concept) with group paid incentive.B) Implementation of 5S and Visual Factory at both facilities.C) Implementation of a Lean Quick Changeover (SMED) process and AMT

Strong and solid 5 yrs of classical Industrial Engineering work on the production floor "cutting my teeth" for various USA companies making Men Suits, Leisure Foot wear, and Children clothes.A) GSD certification in 1993. Conducted over 800 GSD StudiesB) Trained by 25 year experience Manufacturing professionals in garment manufacturing.C) Worked in conjunction with US ILGWU (UNITE) Labor Union for rate implementation and studies.D) Hands on participation and team member in an ERP Implementation.E) Quality Manual Writing Experience.