Arturo Castañeda Peña

• Daily Production plan review for updated in production lines.
• Send updated production plan to production supervisors.
• Review Weekly HC required with HR.
• Verify in daily basis production result for day to day improvement in Productivity and Yield.
• Review all control with in WIP, Quality, 5's and Safety.
• Report daily basis to Chief Owner Plan based in priorities.
• Review Weekly Down time for improvement activities.

• Receive any customer need for general car repair.
• Provide a clear diagnostic result to customer with cost and time line of the car repair plan.
• Review with Employee in daily basis advance in car fixing time line.
• Look for companies with large car logistic to offer an Preventive maintenance plan.

In charge of Process Engineering, maintenance, Purchases and support to accounting departments.

• Revision of the company monthly financial results with financial analyst, in order to focus the people in the correct task for company overall result achievements.
• Development and analysis of the context of the organization strategies requirements for ISO 9000, 2015 certification in process.
• Direct contact with landlord staff for all new company business strategies negotiation relations.
• Leader in the HACCP food grade certification by having the correct team work establish with clear goals indicators and support. Score of 97% in final result.( establishment of the critical process controls).
• Project manager for the new business capacity grow plan in Mexico. One of the top 8 companies working in high tension power supply was in plan for 2019-2020.
• Development of key production follow up tools such as STD times for each model, establish production goals showed in a screen of accomplishment and 15 min strategy meeting with all support departments in order to insure the planning schedule and the increase of day to day productivity.
• Implement quality yield indicator in order to reduce the defect in each process, having a results from 80% to 92% as yield improvement.
• Establish model change controls and measure the tools change down time, by implementing SMED philosophy it was able to reduce tool change time reported in a 58%.
• Identify lack of material control and assigning and supporting the correct team members to develop all material and planning controls. No production stop due lack of materials.
• Development of process key utilities indicator follow up trend and improvement, such a vacuum levels, water temperatures for vacuum process and air pressure.
• Saving energy project by the study of ultrasonic air leak, identify the minimum air leak with saving bi-monthly of $15,000 usd.
• Administration of the AP report in a weekly basis with all departments that had expenses.
• Evaluation of all new raw material suppliers and negotiation of the pricing and line of credits.
• In charge of all the check request approval for AP report and schedule, trying to keep the expenses as low possible due the lack of budget numbers.
• Attend all legal requirements due my legal company representation.
• Attend weekly design meeting to go over and feedback in the new models coming to mass production.

Maintenance Manager (2010-2014)

In charge of all machinery and manufacturing responsibilities. Working with 12 people in order t achieved daily production targets and clients quality necessities.

• Implement the 5’s culture (bonus program)
• Implementation of 5’s plan tours and tools to have good environment.
• Implementation of preventive and predictive maintenance programs, reducing down time and corrective maintenance cost.
• Introduction of chemical to increase productivity in a 20%
• Design better layout for new facility
• Follow up new projects direct with suppliers, request specification and quotations
• Introduction of PFMEA controls.
• Project manager of the second manufacturing building construction with a space of 100,000 square feet, increasing production capacity in a 75%.

Production supervisor of insulation production lines, for airplanes 777,787,747 and Airbus. Having under my management more than 100 operators.

• Introduction of airbus production line* new project
• Attend daily meeting in order to achieve pre-production targets
• Increase airbus productivity from 20% to 80%.
• Reduction of operators in machine area 20%. Increase productivity 100%
• Achieve productivity at 100% and daily production plans of airbus,777, 787 and 747.
• Improve quality by the implementation of a matrix by operator feedback board.
• Improve 5’s environment in machine area.

Production supervisor * 2009-8 to 2010

In charge of production administration of element technology (Voltage differential) working with 90 people directly and 8 indirect; following daily production plan and scheduling production lines. Working direct with Material manager in peak season and attend company indicators , scrap and productivity.

Working direct in process control applying FMEA with a constant updates, in charge of daily Yiel improvement in line. Control of action logs to commit with production necessaries.

Assistant Manager * 2006-2009

In charge of production, training department, rework and Kaizen area of surface mount technology process. Coordination of daily plan achievements. Calculation of machine dedication vs. budget monthly head count requirement. Follow up in daily bases area productivity, spoilage (scrap), quality (SMPD, SMLD, and Yiel). Special process Engineer leader. Daily auto mount results SONY staff meeting, with V.P. and managers.

Production General Coordinator* 2003-2006.

Responsible of production shift, working in rotation shift. Coordinate daily production plan, achieve quality daily targets and attention and follow up to spoilage report and activities. Responsible as window personal for next client attention.

Achievement of all year production plans with no down time to immediate customer.

Production coordinator-Associate Engineer.*1999 to 2003

In charge of 1 specific area. Administration of people in order to achieve daily production plan, quality levels and scrap controls. Implementation of MODEL CHANGE PROJECT. Six Sigma tools.