PEDRO RODRIGUEZ

Provided leadership in driving plant performance through employee accountability and lean manufacturing principles

• Collaborated with sales team to align plant capabilities with customer demands and managed production schedules to optimize workflow and meet delivery targets
• 105% sales accomplishment
• 98% On Time Delivery and 60% back-order sales reduction
• 17% lead time reduction by transferring outside process to in-house processing
• Led cross-functional teams in problem-solving initiatives to enhance operational performance
• 1 year without safety recordable due to a continuous awareness culture
• 20% scrap reduction by reinforcing quality clinic system
• 13% reduction in external defects and 17% reduction in internal acceptance rate
• 11% improvement in efficiency (cycle time) and utilization (labor) by implementing productivity clinic
• Coordinated plant expansions and upgrades to accommodate new product introduction and increased demand while minimizing disruption to ongoing operations
• 100% on new product introduction and 55% backlog reduction on serial production labor hours
• Managed profits & loss and resource allocation, ensuring optimal use of funds for operational efficiency
• Exceeded EBITDA target by 150% as a result of cost control strategies for margin improvement and productivity

• Lead managing and aligning long term goals for North plant operations resources based on strategic initiative for safety, quality, cost and on-time delivery.
• 7 years without a safety recordable due to a continuous awareness culture
• 80% quality improvement last three years by Implementing proactive culture
• 2020-2021-2022 perfect record with zero defects to our external customers
• 2020-2021-2022 perfect record with zero delivery issues to our customers
• Three years with budget saving of $300K and $4.5M USD reduction for capital investment plans
• Mentor 5 leaders and be part of their growth to become area managers and directors
• Represent Mexicali site as the “Business Case of Excellence” at Gulfstream Continuous Improvement Symposium

• 100% Implemented visual management system, leader standard work and accountability process
• Defined & coordinated strategy plans for Mexicali site and keep progress with plant directors
• Responsible for plant budget implementation and follow-up

• 50% shortages reduction by integrating material strategy and key metrics implementation
• Create a partnership with suppliers involving them in our continuous improvement strategy
• Implemented system to speculate truck sales and virtually increase our backlog window

• Perfect score award on quality audits with zero defects, establishing record for North America, Canada and Europe
• Goals alignment with production, engineering and quality management
• Implemented system to identify quality drivers and implement cross functional team’s accountability process

• A cultural transformation was achieved, from a workshop mindset to a systemic strategic culture
• Common purpose & set performance goals
• Clear rules, roles and expectations

• Successful implementation and transition to a new state-of-the-art paint building
• Work together with contractors to identify critical paths in advance and find solutions
• Precise transition plan to avoid production disruptions