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Click here or scroll down to respond to this candidate Candidate's Name , Page 1
Candidate's Name
Street Address 64th Street
Kenosha, Wisconsin Street Address
H PHONE NUMBER AVAILABLE
C PHONE NUMBER AVAILABLE
EMAIL AVAILABLE
SUMMARY
A team-oriented and results-driven operations management executive, with extensive experience in facility start-up,
automotive assembly, engine block machining, lost foam casting and fiberglass, equipment and facility maintenance,
and project management for a world-class, international company. Widely acknowledged as a strong mentor, coach,
and leader, leveraging strong leadership skills and a winning attitude to develop and motivate staff. Possesses a
proven track record of success in effective and efficient international management, capitalizing on solid
communication and interpersonal skills to ensure employee and customer satisfaction while facilitating company
growth, improved margins, and increased profitability at locations throughout the world.
Plant Management Production Planning Lean Manufacturing Model Mix
One-Piece Flow Operating Expense Budgeting Forecasting New Product Development
Inventory Management Six Sigma and Kaizen Total Productive Maintenance Strategic Planning
Sales and Operations Failure Modes and Effects Analysis Profit and Loss Management Capital Expenditure Budgeting
Cross-Functional Leadership Root-Cause Analysis Materials Flow Product Quality Planning
EXPERIENCE
BOMBARDIER RECREATIONAL PRODUCTS INCORPORATED Queretaro, Mexico
Director of Manufacturing, BRP Mexico, Composite Fabrication Center 2012-2014
Directed equipment installation and six-month operation start-up of new facility, using new fiberglass processes to
develop closed-mould technology for Personal Watercraft. Built and developed new operation team by managing
aggressive hiring plan, in addition to implementing job training and employee certification program . Launched new
product development lineup, developed strategic plan, and deployed key performance indicators and business
scorecards.
Held responsibility for building construction and defining infrastructure design, such as office layout, facilities
requirement, chemical storage room classification, material flow, equipment installation services requirement,
safety, and security system.
Met challenge of building facility at the same time as installation of production equipment and start of first
production validation, in accordance with new product development schedule, all within six months.
Developed and used new fiberglass technology application concept, closed mould, requiring learning new
system and processes not validated before in short period of time with new team.
Managed multiple teams simultaneously, including production, equipment project, and engineering.
Formulated and executed plan to hire and train 250 new direct operators and 10 direct reports in new jobs
during six-month period. ( M.E. and Quality tech., assembly supervisors and Team Leader )
Defined and validated new manufacturing process with new work instruction and time study.
Director of Manufacturing, BRP USA, Johnson and Evinrude Engines, Sturtevant, Wisconsin ( $ 450 M Revenue
) 2009-2012
Held responsibility for multiple site manufacturing operations, including outboard engine facility in Sturtevant, as well
as lost foam casting operations in Spruce Pine, North Carolina. Developed, implemented, and managed five-year
strategic planning to support company growth. Deployed problem-solving and Lean Manufacturing concepts.
Improved margin, reduced working capital, and managed $22,000,000 for operating expenses and $5,500,000
capital expenditure budget.
Followed daily performance for each facility and addressed everyday challenges.
Oversee performance of 350 of direct operators and 21 direct reports. ( M.E. and Quality tech., assembly
supervisors, Team Leader, Materiel handler, Maintenance Manager and Manufacturing Manager )
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Communicated with many outside customers, especially at North Carolina plant, with 60% of production for
clients outside company, and ensured happiness with products while encouraging exploration of new
opportunities to grow business.
Implemented five-year strategic planning for both facilities from core competency perspective and brought
stability and effectiveness to manufacturing operations as well as employees.
Handled $3,000,000-per-year investment in new machining equipment in Sturtevant and $2,000,000 per
year to go toward new floor infrastructures for Lean Manufacturing in Spruce Pine.
Designed, implemented, and debugged new Automated Guided Vehicle line concept for outboard engine
lineup, with $5,000,000 investment and 12 months time.
Supported new facility start-up in Dongguan, China, for small-engine production and managed assembly line
transfer back to United States to start producing small engine.
Established manufacturing governance, rigor, and discipline in daily communication and follow-up.
Plant Manager 2006-2009
Oversaw manufacturing operation of outboard engine facility, including block machining, engine and lower-unit
assembly, material handling, mix-model scheduling, and manufacturing engineer. Engaged in development and
implementation of daily metrics, including safety, quality, productivity, people and cost. Managed all maintenance-
related activities for main production facility and research and development center in Sturtevant and Waukegan,
Illinois.
Established Toyota Production System philosophy on floor and adapted tools, overseeing one-piece flow
manufacturing operation, total productive maintenance, mix-model assembly lines, demand schedule, working
capital management, Kan Ban, new product development gates, and daily management meeting.
Acted as new team leader, implementing tools in three-year period, with Sturtevant serving as mix-model
assembly plant model for company.
Oversee performance of 250 of direct operators and 16 direct reports. ( M.E. and Quality tech., assembly
supervisors, Team Leader, Materiel handler, Maintenance Manager and Manufacturing Manager )
Achieved $2,000,000 in recurrent overhead savings and $3,000,000 in work in progress and raw material
where generated.
Director of Machine Maintenance Facility 2002-2006
Directed all maintenance-related activities for each outboard engine facility. Provided maintenance support via
transfer of best practices and philosophy to seven satellite facilities in Mexico, China, and United States. Held
responsibility for maintenance, repair and overhaul optimization, crib supply inventory level, part ordering, and
turnaround time.
Contributed to Sturtevant manufacturing layout and coordinated installation of all production assets.
Implemented and qualified sorting, simplifying, sweeping, standardizing, and self-discipline for quality
control, total productive maintenance, mean time between failures, mean time to repair, uptime, and operating
equipment effectivity best practices.
Selected, hired, and developed entire maintenance workforce, consisting of 26 technicians, 5 supervisors,
planners, and trainers.
My 10 years Journey
Key Management Responsibilities
Daily Problem Solving Process KPI s (Safety, Quality, Productivity, People & Cost) P&L
responsibility
Coaching Employee Evaluation Continuous
improvement
Daily Management Meeting Promote Corporate Social Responsibility (CSR) Capex and
Opex
Materiel handling Supply Chain Improvement Material Flow
CNC Machining Employee Certification Employee
Rotation
Aluminum Casting Fiberglass Toyota
System ( BRPMS )
Lean Initiatives 5-s Pull signal
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Reduce inventory costs eKanBan Andon Bring
happiness at work
Measurements Success and Facts
My performance measurements are based on Operation KPI s such as; Safety, Quality, Productivity, People and
Cost, and are linked with the Company Strategic Objectives.
Safety:
1. L&R ( Lost and Restricted Days );
Target 3.49, Actual 2.33
2. Fist Aids and near-miss investigation by departments;
Target 95 % roots causes analysis, actual 90 % completed with daily follow-up on problem solving.
3. Health & Safety training employees completion;
Target 100 % employee participation, actual 97 % on training schedule.
Safety culture and records are improving between 15-20 % / year.
Quality:
1. CPU ( Correction per Unit );
Target 0.5, Actual 0.45
2. WCPU ( Weighted Correction per Unit );
Target 1.5, Actual 1.25
3. FPY ( First Pass Yield );
Target 95 %, Actual 97 %
Internal product quality indicators are improving each year by 20 % and my focus is to address the top 3 issues per
week and assign the supervisor in charge for leading the problem solving initiative and be accountable for a quick
implementation.
Productivity:
1. Daily Linearity - % of daily SKU Schedule attainment ( Daily, Weekly, Monthly );
Target 85 % - 95 %, Actual 90 % - 98 %
2. Mix - % Schedule attainment ( Weekly, Monthly );
Target 90 % - 100 %, Actual 95 % - 100 %
3. Volume - % Schedule attainment ( Monthly );
Target 95 % - 100 %, Actual 97 % - 100 %
For me the most important and critical measurement to improve the overall business is the daily linearity. This
performance indicator will measure your capability to fulfill your customer demand in a lean manufacturing operation
environment that aligns your supply chain with your manufacturing pull system, while minimizing your Wip and Raw
and reducing your finished good to the minimum Level.
People:
1. % of absenteeism, ( Monthly );
Target 85 % - 95 %, Actual 90 % - 98 %
2. Employees Suggestion Program, ( Monthly );
Target 3 suggestions per employee / Year , Actual 3.2 / Years
3. Employee Work Content and Tack Time Certification ( Monthly );
Target 95 %, Actual 98 %
To sustain ongoing quality and productivity the unplanned absenteeism indicator helped me and the HR team to
improve our time off policy. The suggestion program is a great motivational tool that benefited employees and the
company to bring ideas and improve the work place. I do promote a lot the employee certification programs
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because many times my employees were able increase their work knowledge and change job assignments to break
down routine and raise motivation at work.
Cost:
1. Cost per Units, ( Monthly );
Budget Target , Actual 5 % better than Target
2. Scrap, ( Monthly );
Budget Target , Actual on Target
3. Supply, ( Monthly );
Budget Target , Actual 2 % worst than Target
Reducing manufacturing cost (direct and indirect) is a key element to bring more value to the customer, improve cash
flow and facilitate investments in new technology to maintain Leadership in the world market. I am always looking for
improvements and share this philosophy with my team to build and secure the future.
Top 5 accomplishments
#1-Lean manufacturing:
At Sturtevant, we were the first one inside BRP to introduce the model mix assembly lines with the pull concept, a
one peace flow N=1 with 129 SKU s
I managed the changes on the manufacturing floor: The layout of the machining and assembly lines, introduced the
electronic Kanban signal with lead-time on all assembly departments, and Lean material presentation and delivery.
Using Lean best practices such as:
Flow rack, small containers on assembly stations, Tugger Train carts with 3 deliveries per shift, eliminate wip buffers,
adapt floor daily scheduling with sale forecast and finished good inventory and adapted the supervisor / team leader
role and responsibility.
Results :
The finish good inventory was reduced from 3500 units to less than 1200; the wip was reduced by $1.5 M and the
raw material by $15 M. The model year engine conversion was reduced by less than 100 units and the rework cost
dropped to the minimum level.
#2-Safety:
The L&R KPI ( Lost and Restricted days ) was above our internal target
I changed the rules for mandatory reporting of injury, first aids, or near miss and started go and see floor
investigation with a daily follow up on problem solving.
Results :
Improvement of 30% first year.
#3-Productivity:
The labor yield at BRP Strurtevant was at 70% compare to 85% as targeted.
I changed the role and responsibility of the team leader on the floor to include the training, operator certification, and
flexing. I made changes to the sub-assembly in one department for better control of the production and Labor as
well.
Results :
Improvement of 20% first year with 3-5 % ongoing saving.
#4-Strategic Planning:
BRP did not invest any money in our foundry at the Spruce Pine facility North Carolina since the acquisition of the
facility in 2001.
I developed a 5-year plan to secure the building & equipment assets, improve productivity, and reduce scrap.
Results :
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$3 M of CAPEX per year investment plan was approved with a major employee s moral boost and 20% scrap
reduction.
#5-Project Management:
I went to Mexico to supervise the building construction and installed all equipment at the same time to respect the
schedule.
I hired a new team and new direct work force, trained them and had them ready for the production startup.
Results :
We started the first prototype part in July, 6 months after the project started and 2 months ahead of schedule.
ADDITIONAL EXPERIENCE
Manager of Machine Maintenance and Facility Engineering, 2001-2002. Oversaw 32 maintenance technicians,
as well as 12 office personnel, including engineers, trainers, planners, and supervisors. Managed $12,000,000 in
operating expenses and $5,000,000 in capital expenditures for three assembly lines, CNC machining center and one
research and development facility. Developed functional strategic plan, including vision, mission, short- and long-
term goals, action plans, and scorecards. Created and deployed maintenance, repair, and overhaul day-to-day
management concept via Quick Maintenance Interface.
Manager of Machine Maintenance and Facility Engineering, BRP Canada, Valcourt, Quebec, Canada, 1997-
2001. Oversaw 140 maintenance technicians, as well as ten office employees, including engineers, planners, and
supervisors, and five external consultants, including designers and AutoCAD technicians. Handled $16,000,000-per-
year operating expense and $2,000,000- per-year capital expenditure budgets. Facility Manager, 1995-1997.
Oversaw Valcourt Industrial Park, covering 1,000,000 square feet with seven different buildings. Handled
$6,000,000-per-year operating expense and $25,000,000-per-year capital expenditure budgets. Facility Project
Leader, 1993-1995. Developed and implemented full building maintenance program and five-year plan revamp
strategy.
IBM CANADA BROMONT, Bromont, Quebec, Canada, Mechanical Engineer, Research and Development, 1991-
1993.
EDUCATION
UNIVERSITY OF QUEBEC, Chicoutimi, Quebec, Canada
B.S., Unified Engineering, specialization in Mechanical Engineering, 1990
PROFESSIONAL DEVELOPMENT
Courses and Seminars in Project Management, Team-Building, Six Sigma, Time Management, Mix Model, and One-
Piece Flow
CERTIFICATION
Six Sigma Green Belt, 2005
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AFFILIATION
Alliance of Manufacturers and Exporters
COMPUTER SKILLS
Microsoft Office Suite, SAP Statistical Software
LANGUAGES
Fluent in English and French.
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