Mario L. Real Email and Phone Number

Responsible for the Planning, Inventory Management and Warehouse operations. Daily production meetings to monitor, track and prioritize current/past due customer orders. Drive continuous improvement through lean tools such as 5S, DMAIC, root cause analysis/countermeasures, 8 wastes, SOPs and value stream mapping. Generate weekly reports on shipments, bookings, aging work orders and material’s KPIs. Generate end-of-month inventory reports including backlog, total inventory, work order costs, WIP costs and labor/burden/subcontract costs. Manage inventory levels by identifying obsolete inventory, managing slow-moving inventory, analyzing material transactions and scheduling daily cycle counts. Manage the day-to-day operations with problem solving skills and abilities to adjust resources to meet our customer expectations.

Lead a team of 5 Production Planners. Oversaw entire production planning process to ensure operational success. Objectives were to identify supply chain improvement initiatives, work with cross-functional departments to achieve company goals and lead efforts to improve supply chain’s KPI targets. Responsibilities included leading and running daily Tier 4 meetings to discuss the day’s prior performance of quality yield, schedule adherence, and production volume. Additional discussions include the daily/weekly plan to identify any potential risks, roadblocks and necessary adjustments. Responsible for generating end-of-day summary to Plant Leadership. Communication included number of released production orders to Final Assembly, body/neck match breakdown, new component shortages and Securing Report to determine available body/neck inventory.• Created roles & responsibilities standard work for planning team.• Created body/neck dry analysis spreadsheet to determine available body/neck match inventory.• Developed a production completion calendar to forecast production completion dates within each department.• Initiated supply chain driven programs into SAP. • Established daily Tier 4 material and daily meetings.• Increased daily body/neck match average from 573 to 1,235.• Reached and stabilized daily production target of 460 guitars/day.

Oversaw the purchasing activities of the buyer/planners. Daily meetings focused on reducing late orders, decreasing inventory and eliminating stock outs. Managed daily shipping and distribution operations that generated over $60 million dollars in shipments per month. Responsibilities include managing traffic software to track, prioritize and route orders. Managed over 95 forklift operators through 6 shifts. Initiated and facilitated lean improvement programs and activities. Observed, documented and analyzed processes to create improvement plans. Trained operators and supervisors on lean concepts to help improve safety, productivity, quality and waste reduction. Use continuous improvement tools such as 5S, A3's, 5 Why's, Visual Management, Takt Time, Gemba walks and Kanban.Created standard work with daily responsibilities for Buyer/Planners.Generated stock recovery spreadsheet to forecast potential stock outs.Reconfigured aisles with fast movers in the front to improve picking efficiency.Worked with IT to change picking system order for drivers.Developed hour-by-hour pick sheet for forklift operators.Launched hour-by-hour visual board to measure efficiency versus customer demand.

Purchasing of raw materials, packaging, purchased finish goods and stock transfers for Temecula plant. Monthly review of stocking levels for improving turns and managing inventory. Improving inventory metrics by scheduling cycle counts and using inventory control systems. Managing over 130 supplier relationships. Negotiating pricing and terms with suppliers. Working with Corporate Purchasing Manager on sourcing, supplier allocations and cost savings. Production scheduling for all finished good end items. Improving customer service metrics by managing ERP system. Labor level loading and capacity planning used to maximize operation efficiency, improve Overall Equipment Effectiveness (OEE) and reduce costs. Decreased raw material sleeping inventory ratio from 25.2% in 2011 to 8.7% in 2017. Decreased total on-hand inventory from $5.5 million in 2011 to $3.8 million in 2017. Increased inventory turns from 3.5 in 2011 to 8.2 in 2017. Improved OTIF (On Time In Full) from 70.8% in 2011 to 99.1% in 2017. Maintained an inventory accuracy of 99% from 2012 to 2017.

Oversee print accuracy on finished good packaging labels, customer specification documents and bill of materials production sheets. Processed document changes and document orders. Corresponded with Legal Department for copy accuracy of patent numbers and legal statements on product labels. Worked with Regulatory Department for copy accuracy of hazard warnings, handling/storage and first-aid safety requirements on product labels that included customer specification documents. Teamed with Engineering Department for editing work instructions and procedures for production. Supported Production Leads, Production Planners and Purchasing. Maintained database in SAP with new entries and changes. Decreased customer complaints by more than 60%: installed new triple- verification process, updated customer specification documents and corrected Bill of Materials production sheets. Programmed new Bartender/Imotics label software for the 2008 Global Network Configuration. Prompted cost efficiency by negotiating with supplier, managing inventory and creating new processes, resulting insavings of $32K.