Manuel Quesada Garcia Email and Phone Number

Never split the difference

If you are looking for the best but you don’t want a heavy payroll… hit me up Sourcing Capital projects Quality ManagementProcess Improvement Data Analysis

Contract ManufacturingSourcingPackaging InnovationP/LLogisticsQuality Management Systems Improvement

Back to the garden, round 2 👊🏻I am measuring and testing corporate procedures to improve efficiencies across Operations and Admin functions, while I am responsible for the development, planning, scheduling, and budgeting of all the company capital projects to enhance the existing processes and capabilities.Managing capital and facility maintenance projects and resources through timely equipment installation, service and repair. Implementing a full automation project for packaging, as well as trimming waste of the current processes while phasing out new equipment.2021 CAPEX budget worth $750,0002022 CAPEX budget worth $14,000,000Mentoring and coaching the Production Manager to earn his LSSBB certification (November 2021)Implement focused improvement with the Operations team, machine operator training and creating a new PM program for tracking equipment downtime and managing efficiencies and quality issues.

Advisor of the CEO for Engineering, CAPEX and Continuous Improvement projects

• Led a fresh herb non-union, multi-shift 24/7 packing operation that employed 250+ individuals in New Hampton, NY, responsible for Production, QC and Logistics Departments.• Managed a team of 5 Production Supervisors, a Warehouse Supervisor, and a Food Safety Manager, collaborating on developing individual development plans and performance feedback for employees.• Developed a cohesive uniformed corporate strategy and implemented standardized operating procedures for plants in Florida (HBTP), Texas (Patty Herbs), and New York, a $50 million enterprise.• Created a dashboard to open lines of communication so managers and supervisors could see quantitative information to make better and faster decisions using graphs showing indicators of KPIs.• Reviewed financial data to allow for budgeting, forecasting so upper management could get insights on revenues, expenses, operating costs, purchasing of equipment, and capital expenditures.• Maintained a food-safe facility and operating environment, passing all food safety audits within FDA, USDA, SQF, and Organic regulation compliance.• Performed audits and interpreted results, resulting in the training of personnel, proper documentation, and monitoring of recommendations to ensure follow-through for compliance with no lapse in regulations.• Conducted inspections and tracers to measure the quality of care and improved efficiency, meeting regulatory standards and compliance.• Lead new ERP system implementation (PRODUCE PRO) on the Production and Logistics modules and certified myself as a PCQI• Hired and developed a Food Safety and Quality Manager (NY) and a Production Manager (FL) in 2018, created and maintained a whole set of Operations KPI for the 3 facilities: NY, TX & FL.• Created a safe work environment with 296 days with no work-related injuries, implemented company CAPEX with investments worth $150K in 2017

• Directed daily operations of for privately-held manufacturer of sealing solutions overseeing press shop, inspection, and assembly of sealing solutions for switches, circuit breakers, pushbuttons, and fasteners with the military, medical, and an aerospace customer base, including major defense contracts for Boeing and Lockheed Martin. • Managed a direct 3-person leadership team and an indirect team of 18 union employees establishing reports and KPIs to monitor, measure continually, and benchmark performance and forged a culture of excellence focused on process and systems improvement.• Led efforts to maintain ISO 9001 2015 certification, driving the organization through the rigorous journey to secure industry-leading quality accreditation and adhere to DOD and NASM 82496 regulations.• Captured significant purchasing efficiencies and margin gains through strategic outsourcing by developing systems and processes for managing the entire workflow.• Controlled labor costs in the unionized environment by establishing positive relationships with union foreman, including negotiating collective bargaining agreements and oversee the daily relationship with Local 475.• Successfully negotiated a CBA with the Union in 2020, lead the company’s MRB meetings representing Manufacturing and Procurement.• Set standard/custom pricing levels, devised volume pricing models to achieve margin targets for large made-to-order production runs, and managed commercial/government RFP response.• 790 days with no work-related injuries, sourcing, and on-boarding of 3 new overseas suppliers • Raw inserts outsourcing using Strategic Sourcing Tools, i.e. BATNA. Brass insert cost from India suppliers resulted in a 30% cost reduction across the board, and for the new Mexican supplier for screws and bolts I onboarded, the savings were 21%• OTD over 92%, which lead to a CSI (customer satisfaction index) of 95%

• Managed production and shipping operations for plant operations, including leading a team of 2 supervisors and 18 indirect union employees, ensuring maximized productivity and profitability.• Directed day-to-day activities and supervised day-to-day production, logistics, and procurement functions with bottom-line responsibility for P&L improvements.• Oversaw operations with full material development responsibility, initiated strategic planning, organizational development, and organizational alignment. • Created a whole new set of KPIs, which never existed, for the operations department, including FPY, OTD, Inventory Turnover Rate, and Supplier Lead Time.• Decreased direct labor from $1M to $750k by adding $80k in outside services - so net savings of about $170k by not running ANY overtime• Drove OTD from 68% to +85% in the first 3 months.

• Managed the daily operation of a 22K square feet manufacturing, production lab, and assembly plant focused on maintaining turnaround and building efficiencies in both order production and distribution of lenses (eye care) shipped to eye care professionals throughout the US.• Accountable for a $15M P&L, staffing and training of non-union 75 full-time and Contract employees, and directly manage 5 senior leaders including 3 Production Supervisors, a Logistics Manager, and Quality Manager.• Analyzed production metrics and identified negative trends; coordinating with team to implement process changes to increase production and workload completion. • Continued to evaluate plant layout and overall processing procedures to build efficiencies to meet service levels for all order type requirements, including EDI/VAS oriented shipment turn times and decreased same day shipping turn time.• Developed and monitored KPI’s for employee evaluation and departmental output to reduce overall headcount and overtime. • Handled the setup and management of the local lab and maintained the operational relationship between the parties to meet expectations by building successful communication lines with both outside labs and vendors, resulting in better overall service levels and quality improvement.• Managed reports on the lab key metrics (turn time, defects, direct labor utilization–cost, sales, efficiencies).• Established a zero-accident culture (expectations, responsibilities, training, measurements, corrective actions, and continuous improvements).• Improved the coating breakage from 4% to 0.05% by promoting a new Supervisor, auditing the process, and following the corporate recommendations for maintenance and chemical usage

• Coached the manufacturing engineering team in various continuous improvement projects for a $100K square ft 5-manufacturing line plant with 350+ union and non-union employees in manufacturing and office administration.• Introduced operational improvement and changes were establishing new workstations, machine tooling/fixtures, work instructions, and training schedules for new and pre-existing product lines, including car door hangers, fixtures, motors, controllers, and safety devices. • Spearheaded the deployment of lean tools such as VSM, Standard Work, VOC, Root Cause Analysis, Process Mapping, etc.• Reviewed customer specifications and implement design corrections for various parts to escalate issues in the early product lifecycle, including products for NY Housing Authority, Thyssenkrupp Elevators, and Otis.• Designed and implemented the new plant layout (2016) - opened up space and created flow for the material.• Successfully ran 5 Kaizen events as Kaizen leader• Provided LEAN training company-wide -including a Green Belt Level program for 24 individuals

• Worked as the plant continuous improvement leader serving as a bridge between engineering and production, developing opportunities in manufacturing of prototyped and tested electromechanical products, manufactured by various methods including sheet metal, turning, machining, injection molding, spin casting and additive manufacturing• Managed company-wide engineering and manufacturing change notices to ensure that all changes have been implemented and are sustained• Prepared datasheets and checklists for customer audits and CAPA initiatives within the company.• Performed task cycle time studies to capture utilization of workers, operations, and machinery, including studying manufacturing operations such as drilling, tapping, plating, punching, and kitting• Implemented Lean Six Sigma tools on the manufacturing floor, such as 5S, to improve organization.• Created and maintained the work instructions, drawings, and bill of materials in the ERP, promoting a lean production system• Technical analysis and day-to-day support to production, Technical writing, budgeting, MRP maintenance, and SOP creation.• Involved in continuous process improvement for the accurate processing of customer specifications and requirements, reducing manufacturing errors, and increasing productivity.• Championed a Kanban project reduced the inventory 50% and accomplishing the target of 1 week lead time (prior state: 3 weeks lead time) • Implemented 5s in the Punch Press department - including a new 5S audit format and a new A3 report format for problem-solving resulting in savings since completion 3,000/week in over time. 2015 savings in OT were $100K• Achieved Black Belt certification from SMED project finished in January 2015- moved to a 6-sigma level from a sigma 2.8.

• Spearheaded processes for improving the production operations in a 200+ employee 100K square foot union manufacturing plant with 3 production lines producing fiberglass glass wind blades (composite engineered material - epoxy resin plus fiberglass).• Led process engineering and continuous improvement efforts for the post-molding process, implementing value stream mapping and takt time analysis process.• Ensured process compliance and participated in quality improvement initiatives, including managing Safety, 5S audits, and Kaizen events.• Created detailed process and quality documentation to control and reduce inefficiencies in the core manufacturing system.• Collaborated with quality and production to ensure the product met the customer's specifications, including major clients Siemens, Gamesa, Alston, Acciona, and General Electric.• Developed new techniques for gel coat sanding and painting had been implemented in the company's manual procedures for post-molding processes, and they are considered "best practice" and are being used in all the other Business Units all around the world (China, India, Denmark, Poland, EEUU).• Accomplished cycle time reduction project in the finishing process, obtaining a 27% reduction in the overall process, moving from 11 hours to 8 hours, and achieving savings of over $100K in overtime for a 100-blade contract (53,2 meters blade).