Jesus Mancha Email & Phone Number

San Antonio, Texas, Us

As a Black Belt Engineer, led cross-functional teams to:• Improve IT Asset and Lease Management processes to eliminate technical debt.• Identify and preemptively remediate process gaps due to automation• Focus on reducing cycle time of Information Technology Operational Domains.• Design IT Operations process inventories to align with COBIT and ITIL frameworks.Leadership demonstrated by:• Mentoring Green Belts through active coaching on Project work and in soft skills.• Earning Tribute Recognitions from peers, Innovation IT Award for creating Financial Dashboards for several teams, Innovation IT Award for Technology Process Excellence Management Routines, and 2019 Risk Aware Eagle Award

Tulsa, Ok, Us

• Led 40 operators across 3-shift through the optimization of wire harness equipment and layout changes to accommodate production strategic plan while adhering to ISO/TS 16949 Automotive Production Quality Management Systems• Undertook the coordination of the Environmental Health & Safety program (300+ employees across three shifts)

Miami, Florida, Us

Led the client through Continuous Improvement efforts, reduced Safety Risks, rationalized Capital Improvement expenses, and designed a Capacity Analysis tools. On the ground in Tijuana Mexico to startup a printing factory. The deliverables included hiring the plant manager, creating a capacity planning model, and sourcing the manufacturing equipment in China. Branders is a promotional product distributor that conducts all business entirely online.

Relocated operations across state lines to rationalize product categories into a centers-of-excellence model with proximity to distribution hubs better aligned to service key customer regions. On an annual basis, collaborated with Marketing and Sales to introduce new products and prepare the proper capacity and capabilities. Continually, improved site operations by reducing quality returns, reducing operating costs, and deploying management routines, and executed annual multi-million-dollar capital plan.• Reduced OSHA Recordables 77% and Workers Compensation Cost 79% from 2008 to 2010.• Reduced Quality Returns by $358K annually (from 1.1% to 0.46%)• Consolidated San Antonio and Tampa imprinting operations into Red Wing, Minnesota.• Developed business plan annually.• Aligned and trained supervisory team on business plan commitments.• Executed capital plan and forecast through engineering team.

Set control plans to address government and private clients’ quality and regulatory concerns. Structured team to align with new technology installation and adhere to ISO.• Finishing Manager, July 2003 – November 2004 (4 direct with over 400 hourly FTE)

Amsterdam, Noord-Holland, Nl

Reduced total inventory level by 13%. Reduced the company Union contract from 5-year to 3-year term. Reduced product cost 7.5% ($1.8 million). Prioritized capital spend and other improvement activity across engineer staff. Sponsored four Six Sigma improvement teams. Synchronized Raw Material Price Leveraging with Budget Process. Completed several projects to improve the service life of Glass Melting Furnaces, automated manual inspection, and product segregated system.• Senior Operations Manager, October 2002 – July 2003 (8 engineering and management directs with over 120 FTE)• Cost Improvement Manager, March 2001 (4 engineers)• Black Belt Engineer, December 2000 (self-contributor)• Senior Process Engineer, October 1998 (self-contributor)

Pickerington, Ohio, Us

Increased plant efficiency against standard by 8% with the implementation of a piece-work program. Installed 10 cutting presses and trained all operators across three shifts.• Cutting Plant Engineer, January 1996 – 1998 October

Master Of Science - Ms, Advanced Manufacturing And Enterprise Engineering

Bachelor'S Degree, Mechanical Engineering