Top Operation Manager / Logistic &Sales /New products design

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E-mail: [email protected]

MBA Chemical engineer Victor H González C

Summary                Chemical engineer with more than 20 years of experience in Manufacture, Planning, Sales, Quality, Maintenance, Logistic, R&D Finance for foods, plastics and chemical sectors. Strong leadership driving multi discipline work teams for new products development, productive process improvement, key performance indicators development, leading business strategic and continuous improvement projects. Sales. ISO and Lean Manufacturing, wide knowledge such as manufacturing process, analytic capacity negotiation and communication skills with several languages focus to goals.

Objective                Increase Business utility and customer satisfaction, through viable solutions implementation. Develop strategic projects for the business to achieve real economic benefits in short and long term. Create added value to the operation and keep the productive process in a raising capacity for decision taken, establishing key performance indicators for internal control which drive to achieve goals and improve business performance.

Skills                        Persuasion capacity, high performance work multi discipline teams built up, assertive for decision taken, clear communication at all levels, Strong negotiation skill, risk identification, customer service. Work under pressure, focused to goals, Sensibility for opportunity areas identification in and out of the business. Oriented to achieve highest benefits for the business impacting in short and long term economic goals. Solid knowledge in concept such as HACCP, 5´S, JIT, Manufacture cells (visual plant, kanban), TPM, SMED, Kaizen, TOWS analysis

PRFESIONAL EXPERIENCE

Synchronized Manufacture

Independent Consultant                                                                                                                                                    May 2016 – Present

Based on independent attention to micro and small businesses undergoing growth in order to achieve the desired profitability.

In manufacturing company (metalworking) implement the control of inputs and outputs (FIFO) in order to eliminate wastage and waste, implementing the inspection – receipt process with a 30% improvement in materials use, 100% in compliance with a production program with savings of $ 80M per year, design and implement KPI´s indicators in warehouse areas, production, maintenance and shipping avoiding dead time (95% use of equipment) on-time deliveries 100%, productivity improvements 35%, efficiencies on the order of 85%

Cristal y Plastico Esilor                                                                                                                                    January 2014 – April 2016

Operation Manager Guadalajara

Guadalajara Operation Responsible for production and maintenance; definition measure and follow up for KPI´s, delivery service time (per order) improvement, defined and execute preventive – predictive maintenance plan per process phase and equipment.

I improved delivery service time per order from 10 to 4 days at 95%, scrap reduce for process failure to level 2%, 100% for equipment usage in house and branches. Eliminate corrective maintenance during first 4 month of my manage, defined and implement predictive maintenance program complemented with principal spare parts acquisition (safety stock), support to branches in Guadalajara, Morelia and Queretaro for maintenance to equipment in situ and special production (lens power bigger than 16 dpt and ant-scratch and anti-reflexs treatment) as well, operative budget plan and execution for 2015 with 100% accomplishment.

CAIMI LEON                                                                                                                                                                     April 2009 – August 2013

Operations Manager
Mexico operation Administration Responsible, considering Manufacturing (production & maintenance) also I&R, warehouse, Quality, Accountability &HR, reporting results to Chief of Board (P&L) and day by day to General Director

Improved gross margin from 24 to 35%, payable recovery by 385 M USD, reduction from 120 to 75 day for money collection. Configure and execution for purchase program (MRP), cash flow and L/C definition. Improve production program, increasing volume produced by 15%. Improve customer service from 47 to 93% providing shipment on time and complete orders (JIT), based on Lean Manufacturing. Promote new products development increasing new season offer Spring-Summer and Autumn-Winter for 2011, 2012 & 2013. Implement the concepts 5´S & SMED in the operation obtaining efficiency improvement of 13%. Defined Kaizen project, start up and first result evaluation. Design operative and financial KPI´s reported to CEO such as; productivity, efficiency, ROI using TOWS analysis as a tool to identify opportunity areas and guarantee the best performance for each project with 30% GM

FAMILY BUSINESS                                                                                                                                                        June 2008 – March 2009

Vending machine business, capital investment & logistic coordination for inventories and supply chain management

RUBBERMAID                                                                                                                                                                 April2005 – June 2008

Operation Manager
Responsible for manage outsource operations after Rubbermaid´s plant shut down, 5 external operation negotiating manufacturing prices, raw material cost and ware house management based on plant capacity, quality skills, and cost evaluation impacting to Gross Margin

Implement combo product with new package, sells increase 2%. Definition of foreigner warehouse (distribution center) based on critical routes for transportation, cost reduction 10%. Improve production planning based on market demand, reflecting in delivery shipment improvement efficiency 10%. Inventory control for finished goods and raw material impacting product cost deviations, saving 1%. Develop outsource supply for raw material considering supply chain, quality consistency and reduce product cost in 15%. Re-configuration system for inventory control based on supply chain management. Production cycles’ optimization, productivity improvement 8%.Reduce rejections for quality deviations and re-process, cost saving 5%. Support to outsources for implementing JIT and production control.

UNGERER                                                                                                                                                        February2002 – April 2005

Plant Manager
Responsible for the Mexico operation, supervising Production, Maintenance, Quality, Finance, R&D, Logistic, Safety, Importation / Exportation, HR, Engineering, Providing monthly Business report to Headquarters, Capital investment follow up report, Operation KPI report & new market development strategy

Establish operation management based on sales forecast and defined strategic plan based on market share. Defined distribution center for  City& North east, transport cost saving 15%. Develop national market improving sales from 100K to 1.0 Mio annual, keeping exportation level in 13.0 Mio annual. Improve budget management developing monthly reports to Headquarters, saving 10K. Define strategy for new products development and depurate product list, focused production in real market necessities, equipment usage efficiency 100%. Designed and implement Key performance Indicators (KPI) for the operation improving efficiency in 10%. Improve production planning avoiding death time for product change, increasing productivity 20%. I Defined performance indicator for materials consumption and reaction efficiency, material usage 98%. I Established bases for ISO 9000 implementation, defined supplier evaluation & customer satisfaction questionnaire. Define with suppliers raw material quality necessities, develop key indicators and track them, rejections in 2005 zero. Improve administrative control through annual operational expenses plan and manage principal liabilities involving. Administration and 6 managers existing, saving 500 K avoiding waste, re-works obsoletes, etc. Establish operational budget control by area, defining budget annual necessities and measurement, deviation vs. plan 1%. Trade annual raw materials consume, fixing prices and deliveries under consideration of new and profitable products (supply chain management), re-negotiate payment conditions and discounts, saving 900K.Defined Inventory control for finished goods FIFO, and raw material usage efficiency in coordination with manufacturing, I improve the inventory control for raw materials, annual report shows difference below 2%. I define storage conditions according with environmental law including building, capital investment 1.4 Mio. I Implement TPM in all organization, also manufacture flexibility by SMED, adequate to visual plant (5´S) and logistic control to achieved just in time deliveries

UNITED PLASTIC GROUP                                                                                                                            December 2000 – February 2002

Quality Manager
Responsible for the quality department, attending customer complains and suppliers rejections. New projects incoming to the operation developing quality plan and key controls for raw materials, process and package

I defined concept customer satisfaction to reduce rejections and bad quality cost (Ford, GM, VW, Renault); reduce ppms from 1025 to 50. Move from ISO 9002 V 1994 to ISO 9902 V 2000. I defined inspection techniques for FIFO warehouse. Define process conditions approval (first part produced) before start running operation, product rejection reduce, cost saving 35%. I implement 5´S concept and manufacture cells in production supported by Kanban, efficiency improvement 8%

PEPSICO DE MEXICO                                                                                                                             September1990 – December 2000

Manufacture Manager

Responsible for the Manufacturing department, capital investment planning and execution, annual operation budget definition and execution, key and essences production, logistic (warehouse), production planning and raw material necessities calculation, new equipment replacement and engineering modifications, supervise, Production colas & flavors, Maintenance, Engineering and new product development.

Obtain president of PepsiCo Inc. recognition for the management and control of the secret raw materials, Re-location of warehouse (distribution center, 3) to improve productivity & efficiency and transport, cost savings 10%. Developed cost reduction project of level inventory from 3.0 Mio to 700 K USD for Pepsi secret oil formula. Defined annual strategic operation plan based on marketing plan, trade raw material purchasing based on MRP taking under consideration supply chain and reducing operational cost from 50K to 8K USD. Manage of budget for expenses of 10.0 Mio USD, established control on operative expenses with no deviation in the last 4 years of my management. Project management PRB injection &Blowing bottle as operation start up and national launch. Certified operation under ISO 9000 & 14000, develop HACCP analysis and GMP´s policy. Define and implement visual plant project, based on 5´S concept. Reduce waste in raw material consumption, material usage from 80% to 99% cost saving 20%. Develop supply chain management, control inventory system configuration MFG-Pro (APS & MW). APICS certification to manage secret oils inventory.

ACADEMIC FORMATION

Master in Business Administration                                                          1997

ITESM Campus Toluca

Chemical Engineer                                                                                       1987

UDLAP

Languages:                               English Fully bilingual

Other training:

ISO 9000 Version 2000                                 INACS                                    2001

Theory of Constrains II                                   APICS                                     1999

Theory of Constrains I                                    Goldratt Institute                   1997

Materials Requirement Plan (MRP)            TEAM                                      1995

Continuous Improvement                              PepsiCo NY                          1993

Academic Experience

Strategic Management                      Post Graduate Direction                   UAEM             2000