SUMMARY OF QUALIFICATIONS

* Real life applications in key operational areas including: Logistics; Organiza

tion; Manufacturing; Industrial Engineering; Projects; Materials Management; Sou
rcing; Procurement; Facilities Maintenance, and SPC
* Successful implementations of Lean initiatives with sustained continuous proce
ss improvements with DMAIC, PDCA, & the use of Statistical Tools to control proc
ess variation (Lean Six Sigma)
* Turnabout of small to mid size manufacturing companies from operational loss t
o profitability
* Thorough understanding of budgeting and business strategy; expenditure estimat
ion, capital budgeting, producing and consolidating cash budgets, variance monit
oring and the investigation and resolution of unexpected variances, cash flows,
balance sheets, income statements and P&L accountability
* Extensive use of NPV, IRR, Risk Assessment and Sensitivity Analysis, Pay-Back-
Method, ROI, and Performance Evaluation methods for project selection
* Plant start ups performed at different locations; with diversified multicultur
al backgrounds; different politically driven governments and Union movements, an
d environmental and labor compliances
* Team builder and Team player with Interpersonal Skills and the ability to crea
te cohesive working units that consistently deliver meeting projections, budgets
, sales, and specific objectives
* Directed and coordinated as General or Plant Manager, or participated in Suppo
rt roles, or Liaison between the Board of Directors; Client base, and Consulting
firms

WORK EXPERIENCE
February 2007 - Present
Industrial Laundries: 5,600 Employees in 28 Locations Nationwide. Industrial Lau
ndries Pomona, California
Operations Manager/Lean Manager
Our initial Lean Initiative implementation in LA 2 in 749 59th Street was a pred
ominant factor in deciding to expand the Lean Manufacturing concept to the whole
California Market.
It reflected very predominantly on these metrics:
1. POH: increased from 85 - 105 per operator
2. Linen Amortization & purchases: underbudget
3. Direct Labor cost per Pound: decreased from $.125 - $.095
4. Indirect Labor cost per Pound: decreased from $.039 - $.028
5. Therms per pound: decreased from $.045 - $.030
5. Water per pound: decreased from $1.90 - $1.75
6. Electricity per pound: decreased from $13.3 - $11.81
7. Fill Rate: increased from 91% - 99.9%
8. Service Wait Time: decreased from 12.35% - 1.36%
9. Quality: decreased from:
10. Direct Labor OT: decreased from: 13% - 1.36%
11. Indirect Labor time OT decreased from: 18% - 2.25%
12. Changes of old culture & instilment of a new one of continuous improvement t
hrough participation and empowerment changed in values, ownership & accountabili
ty allowed the buy in of the workforce and made it a lot easier to accomplish ou
r projects and retain durable changes not temporarily ones.
By-Products:
* Reduction of 600 man hours per shift, @ 2 shifts per day, 14 shifts per week w
hile incrementing output by 20% and eliminating OT usage by 75%
* Use of the Visual Factory as a control tool to sustain the Lean effort ensurin
g that the survival of the daily continuous improvements without which Lean is n
ot Lean ever dies
* Implementation of (TPM) * Total Productive Maintenance which ensured all machi
nes & equipment in the production process were always able to perform with a min
imum amount of down time or no interruptions thus achieving (OEE) Overall Equipm
ent Efficiency; eliminating the *Six Big Losses*: Equipment Failure; Set Up Redu
ction; Idling & Adjustment; Reduced Speed; Process Defects, & Reduced Yield
* Redesign of current Layout optimizing by 12.5% allowing optimum use of space u
tilization
* Development of in house seminars to foment an atmosphere of continuous leaning
& improvement keeping peers, subordinates & employees involved in the Lean Init
iative
* Elimination of the 8 "Deadly Wastes".
* Enhancement of (VA) Value-Added activities by 20 * 30% & reductions in (NVA) N
on-Value-Added activities
January 2004 - December 2007
PRIFC - Plant Manager/Lean Manager Director
700 Employees- Apparel: High Fashion; Casual, Jewelry, and Wood Products
* Implementation of 5 primary Lean Manufacturing elements: Organization; Metrics
; Logistics; Manufacturing Flow and Process in a lean initiative done as differe
nt Kaizen events
* Successful continuous process improvements and visible evidence of: 5S; SMED;
TPM; Standard Work, and Kanban performing within established parameters
* Culture awareness transformation through empowerment and ownership, including
manufacturing processes, and service and support departments
* Attainment of major milestones within budget, product specifications, expected
quality, and on time deliveries
* Fulfillment of major stakeholders deliverables as requested by Board of Direct
ors
* Reduction in manufacturing costs by 45%, floor space utilization optimized 50%
, WIP reduction of 100%, shortened lead times by 80% and customer complaints by
95%, while increasing factory output by 33%
* Additional reduction of buffer and safety stocks, cycle time, improvements in
load leveling, pull system and paced withdrawal, implementation of the right lea
n metrics, line balancing, mistake proofing, and improvements in lean reporting
and communications
November 1995 - December 2001
Triton Apparel SA de CV * General Manager/Shareholder
San Salvador, El Salvador - 575 Employees - CMT
Private Labels: Knight Industries; LL Bean; Lands End
School & Industrial Uniforms: GCA; Angelica; Royal Park Uniforms; Williamson Dic
kies
* Oversaw the development of TQM initiatives and continuous process improvements
* Coordinated the efforts of Kurt Salmon & Associates to develop the capabilitie
s of the Human Resources, Training, and Production Departments in the interviewi
ng, testing, selection, training, graduation, and integration of new employees t
o vestibule training center, and final integration into the manufacturing proces
s with a resulting turnover reduction of 50%
* Reduction in direct labor costs of 25%: successful factory culture change yiel
ding 50% turnover reduction; while gaining back of most of the marginal employee
s
* Transition of manufacturing facility from a multi style environment, to school
 uniforms, and latter into work wear dedicated to Williamson Dickies
* Attainment of savings in project implementing costs of $450,000 dollars: four
weeks ahead of schedule
* Finishing and Packing Departments improved accuracy and shipment consolidation
from 70 - 100%; reductions of WIP by 50%, sustaining and further improving prev
ious quality and output levels
January 1993 - November 1995
Karson Manufacturing - Plant Manager
La Romana, Dominican Republic - 700 Employees - CMT
Private Labels: Arrow Shirt Company; Osh Kosh BGosh
* Successfully transformation of manufacturing facility from Western Fashion Shi
rts, to multi-style combos for the Arrow Shirt Company, and latter into children
s outerwear for Osh Kosh BGosh
* Coordinator and overseer of contract sourcing, procurement, price negotiation,
and work placement in the areas of cutting and sewing in La Romana, La Vega and
Santo Domingo
* Actively coordinated, oversaw, and monitored all facilities pertaining: factor
y loading; scheduling; quality audits, import/export, and shipment consolidation
s
* Attainment of break even point from an operational loss in 1994
September 1990 - January 1993
Jose Blanco Inc. - Plant Manager
Santo Domingo, Dominican Republic - 500 Employees - CMT
Private Labels: Levi Strauss; Eddie Bauer; Thompson Pants
* Reported to President and company owner
* Liaison between suppliers, Board of Directors and client base
* Responsible for P&L statements
* Instrumental in the certification of Jose Blanco as a Levi Strauss manufacturi
ng facility
* The plant consistently met and exceeded expectations in the areas of specifica
tion compliance, safety, equipment maintenance, lab testing, labor laws, deliver
ies, and 100% batch/cut closure ranking as the number one contractor
* Outputs doubled without the addition of additional human resources, while dire
ct labor costs were reduced by 20%
* Reduction of WIP from 4 - 1 weeks and finished product inventory levels by 2.6
times
* Attainment of break even in 1991
* Reduction of end of the line repairs from 80 * 2.5% in a nine month period, at
taining further reductions from 0 - 2.5% in the next three month period
January 1987 - September 1990
CBI Consulting Services - Senior Apparel Consultant/General Manager
Costa Rica, Dominican Republic, Puerto Rico, USA
Products: Dress Shirts; Casual and Sport Shirts; Jeans; Dress and Casual Pants
* Consulting projects, plant surveys, costing services, and Sewing and Cutting R
oom engineering
* Cost reduction projects, plant start ups, build-up programs for new and ongoin
g facilities, scheduling, employee incentives, work place engineering, employee
testing, plant expansions, and layouts
March 1985 - January 1987
Edcar Industries Inc. - Plant Manager
San Lorenzo, Puerto Rico - 700 Employees: Four Manufacturing Facilities, and Cen
tralized Cutting Room
Products: Combat Coats; Tanks Crewman Coveralls (CVCs)
* Monitored the logistical and operational coordination of four sewing factories
and one cutting facility with a staff of 10
* Startup of new facility that increased ROI by 7% in 1986
* Ongoing coordination with engineering and production departments with continuo
us and ongoing enforcement increasing operational results, consistently meeting
quality standards and delivery requirements as outlined by the Department of Def
ense
* Acting Project Coordinator in the initiation, planning, execution, monitoring,
and closure of major cost reduction project done by Garr Summerour Inc.
* Project successfully reduced indirect labor costs by 20%; direct labor costs b
y 15%; loss to standard from 35 - 6%; final inspection rejection ratios from 8:1
; increased incremental output of 15%; attainment of bundle integrity throughout
the process, and cut closure improvement from 90 - 100%
February 1981 - March 1985
Hanes Menswear - Senior Apparel Industrial Engineer
Camuy, Puerto Rico/Winston Salem: 1,100 Employees * Four Sewing Facilities, and
Centralized Cutting Room * Vertical Operation
Products: Mens and Boys Briefs; Thermals
1972 - February 1981
* Multi-Plant Engineering functions
* Coordination of four factories; training department; plant managers; industria
l engineering staff; maintenance; and quality control departments
* Major support in follow up programs, build-ups, and special projects
* Coordinated and coached centralized training center in the areas of: employee
requisition; testing; evaluation; graduation, and integration into the different
manufacturing processes
* Successful planning, coordination, and implementation of major rate equity for
mens and boys briefs reducing SAH values by 20%; increasing factory outputs, wh
ile sustaining quality levels
Formal Education:
Sacramento International University: Sacramento, California - 2005
Bachelors Degree in Business Administration, Minor in Finance
Cornell University: Ithaca, New York - Puerto Rico Campus: San Juan, PR - 1972 -
University of Puerto Rico
Associate Degree in Hotel Management
University of Dayton: Dayton, Ohio - 1970
Associate Degree in Science Engineering
Certifications:
Project Management Certification Curriculum: Reston, Virginia - 2005
PMP PREP Course - Preparation for the Project Management Professional License
Tulane University, A. B. Freeman School of Business: New Orleans, Louisiana - 20
04
Master MBA Certificate in Business Management
Tulane University, A. B. Freeman School of Business: New Orleans, Louisiana - 20
04
Advance MBA Certification
Tulane University, A. B. Freeman School of Business: New Orleans, Louisiana - 20
04
MBA Certification in Management Fundamentals II
Tulane University, A. B. Freeman School of Business: New Orleans, Louisiana - 20
04
MBA Certification in Management Fundamentals I
Villanova University: Villanova Pennsylvania - 2002
Certificate Program in Fundamentals of Project Management Practices
Methods Workshop - 1986
GSD Certification - Derived from MTM Core Data
References upon Request