Plant General Manager of a Plastic Molding Operation, full P&L responsability.Responsabilities: Lead the plant on all areas; Human resources, Production, Quality, Engineering, Tooling, Maintanance, Sales, Logistics, IT and Customs.

Serve as the Senior Operating Manager with full P&L responsibility for the strategic planning, development, and operations management for this contract manufacturing facility with revenues in excess of $12M. -Led and transitioned this new full-scale plant operation through feasibility analysis, research, strategic planning, plant layout, permits, and development to a full scale manufacturing operation.-Oversaw the implementation of five different manufacturing process including metal stamping, plastic injection molding, electronic assembly, and general electrical/mechanical assembly to fully operational automated lines. -Direct the scheduling of all production activities; process control, procedural development, quality assurance, staffing, safety, resource utilization, short and long-range planning, and all continuous improvement activities; served as the prime interface for the facility communicating production output commitments and schedule/production issues to clients.Key Achievement: -Developed and implemented a growth strategy that led to an increase in business revenue from $2.4M to over $12M within a 5 year period. -Managed, developed and implemented process and quality system changes to obtain the ISO 9001 quality management system implementation and certification within seven months of startup.

Managed the overall administration of two different assembly plants involved in the production of a broad line of alarm and security devices with revenues of $360M annually; oversaw all aspects of market and business development initiatives, inventory control, safety, quality control, customer service, and new project launches. -Oversaw the work efforts of a cross-functional staff of over 2500 staff members including cohesive teams of the production managers, engineers, technicians, and operators overseeing yield of all production; estimated worker-hour requirements for completion of all customer orders.-Managed the budget administration and funding activities for a yearly budget in excess of $90M including the acceptance, disbursement, and accounting of monies for labor, inventory, supplies, resources, raw materials, and equipment.Key Achievement: -Developed, implemented, and executed comprehensive strategies and customization requirements for the manufacturing operations including standard operating procedures and plans to execute all supporting operations, which led to being recognized as “Honeywell’s Center of Excellence” in electronics.-Reduced the manufacturing cycle time from 2 ½ days to 40 minutes by reconfiguring the production flow lay-out and designed a continuous production flow with a synchronous manufacturing and vertical integration systems. As a result of the working process: 1. Inventory was reduced by 80%, 2. Floor space was reduced, 3. The cost of inventory and cost of money was reduced, 4. The Product quality was improved, 5. Production output was increased by 20%, 6. Delivery time was improved, 7. Accounts receivable was improved, 8. The organization gained product market penetration.

Managed the initial startup of this plant accountable for the assembly of both mechanical and electrical gas and electrical range components for worldwide customers. -Supervised, managed, and executed key processes and business initiatives for the plant including all engineering, quality, human resource initiatives, finances, materials management, inventory control, staff scheduling to support all activities, and all customer support functions.-Managed the work efforts of a 700 employee workforce including the allocation of all labor hours required to maintain an efficient and streamlined operation.Key Achievement: -Managed the implementation of continuous improvement activities for production that led to a 40% decrease in customer complaints, reduced material costs by over 35%, and the turn around strategies to bring the organization from a struggling financial operation to an organization with a positive cash flow during a six year period.

-Challenged to renew both the pressure control cells and temperature control operations with a workforce of over 540 staff members; managed and directed the consolidation of the two operations, which let to total annual sales of $44M annually. Key Achievement: -Implemented and directed a production cell concept, non-synchronous manufacturing, empowerment of group leaders, and other process improvements, which reduced the rejection rate from 20% to about 0.5% and the overall standard hourly rate from $18.00 to $9.00 per hour.

Worked through a series of leadership roles based on the strong demonstrated capacity to handle and coordinate new facility startups, transfer projects, and initiatives to improve organizational capability.