ARMANDO CESARE
301 Appalachian Way, McKinney, TX 75071 Ph: (972) 369-0865 Cell: (972) 369-2165 E-mail:
PROFILE
Operations and engineering professional with a demonstrated ability to drive innovation and improvement through detailed planning, systematic implementation, and determined execution. Expertise leading new strategies and integrating cross-functional teams to implement a shared vision. Ability to communicate effectively in multicultural settings and excellent presentation skills for diverse levels of audiences.
CORE COMPETENCIES
- Operationsand EngineeringMgt. / - Bilingual (Spanish/English) / - Six-Sigma and Lean Methods- Project Management
- Industrial Engineering / - New Product Introduction
- Product Sourcing / - Capital Approval (NPV,IRR)
- Supply Chain Management
EDUCATION
University of Texas - Dallas, Executive MBA, Global Leadership.
University of Nebraska, B.S. in Industrial Technology – Operations Management.
PROFESSIONAL EXPERIENCE
NEWELL RUBBERMAID – Greenville, TX (2007-Present)
High volume injection molding operation for the consumer and commercial industries. 700+ employees facility includes manufacturing and warehousing operations.
Technical Services and Engineering Manager
Led an engineering and technical operationsteam to support a 1.2 million sq. ft. facility and a staff of 146 technicians. Managed new products launch; developed plans tomeet daily production andperformance goals; reviewed and justified the approval of capital expansion projects.
- Reduced $1.2 million in implementation costs by simplifying the design and enhancing the throughput of a highly sensitive product line.
- Generated $1.1 reduction in operating expenses by improvingOEE (Overall Equipment Effectiveness) from 75% to 85%.
- Transferred an entire new products line (over 350SKU) from another facility while maintaining 99.8% delivery performance and 98.7% quality yields.
- Implemented 8 new product lines in the lapse of 10 months (60% of plant volume and $26MM investment) on time andbudget.
SAFRAN - LABINAL–Corinth,TX (2006-2007)
High Volume manufacturer of harness and cable assemblies for the aviation and defense markets.490 employees facility includes design, assembly, and testing operations.
Plant Manager
Managed a production facility of490 production employees; developed short and long term strategies for meeting monthly revenue and plantperformance goals;led and mentored theSix-Sigma and Industrial Engineering Departments on designing strategies to improve plant productivity.
- Reduced Operating Expenses by $1.6 Million per year by successfully streamlining assembly methods and moving a 260,000 SQF facility into a 65,000 SQF.
- Improved quality levels from 98.5% to 99.8% and delivery performance from 99.2% to 99.6%.
- Led a 50% increase in demand and a growth in the work force from 246 to 490 production associates successfully.
- Increased plant capacity by 40% to bring new contracts by eliminating non value added activities.
- Rebuilt the Six-Sigma, Industrial Engineering, and Operations teams to face new customer demand challenges and support continuous improvement initiatives successfully.
BLACK&DECKER– Denison, TX (2003-2006)
High volume die casting, plating, progressive stamping and assembly facility. 720 employees facility includes manufacturing and warehousing operations.
Engineering Manager/New Product Introduction Manager
Developed sources for finished product, equipment, and tooling in Asia and the USA; Led a senior engineering team accomplish their goals; Developedand led strategies to continually lower product cost; Managed a budget of capital expansion projects ranging from$12to $16 million annually.
- Generated $27.5 million in additional revenue and $1.3 million in materials savings by implementing an alloying operation to supply the US based die casting operations.
- Reduced $5.2 million in operating costs by implementing cutting edge die casting technologies and simplifying the value stream in a critical product line.
- Achieved $3.5 million in contract negotiation savings by leading a cross functional team (corporate and plant personnel) from the US and Mexico facilities to merge the operations of two acquired firms.
KIRBY COMPANY– Andrews, TX (1997-2003)
Vacuum cleaner manufacturer with automated assembly, high-speedmachining, and aluminum die casting operations affiliated with Scott-Fetzer Co. a subsidiary of multi-billion Berkshire Hathaway Inc.
Manufacturing Engineering Manager
Led an engineering and technical team to support and improve the performance of two plants;Managed the justification and implementation of capital expansion projects; determined the number of personnel needed to meet production targets; Managed and approved manufacturing process changes.
- Reduced $6.2 million in direct labor and inventory cost by implementing lean programs and automation projects.
- Increased the assembly plant direct labor efficiency from 45% to 85%.
- Developed the engineering department through recruiting and training of engineering professionals.
- Implemented work standards for the entire facility and a control system to record, control, and monitor process changes.
FASSE VALVES Inc., Kearney, Nebraska (1995-1997)
OEM manufacturer of circuit boards and electronic control systems for the hydraulic systems utilized by John Deere, Kubota, New Holland, and Case International equipment.
Industrial Engineer
Established standard operating procedures for all plant areas (Production, Receiving, Picking, Inventory Control, Materials, and Shipping); developed work standards and procedures to control process changes.
OTHERTRAINING
Leading through change and transformation – Newell Rubbermaid, Huntersville, NC 2008
Lean Sigma Processes – Boeing Company, Seattle, WA, 2006
Six-Sigma – Black&Decker Corporation, Denison, TX, 2005
Strategic Business Modeling – Black&Decker Corporation, Denison, TX, 2004
Lean Manufacturing – Kirby Company, Cleveland, OH, 1998
Plant Design and Operations Layout – Institute of Industrial Engineers, Miami, FL, 1997