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Douglas
Plant Manager
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Competencies
Experiencia demostrada en Green Belt.
Experiencia demostrada en IPC Certified Trainer.
Experiencia demostrada en Executive Leadership.
Experiencia demostrada en Multi-Site Management.
Experiencia demostrada en P&L Management.
Education
Languages
Summary
Plant Manager buscando nuevas oportunidades
Experience
Director of Operations (Thermal / Liquid Cooling)
Lead Vertiv’s largest and most complex global manufacturing operation focused on rapid scale, operational stabilization, and record financial performance within a high mix, high variability environment.. Delivered $1.1B revenue in 2025 while positioning the operation to scale beyond $2.2B through capacity expansion, leadership development, and phased automation.. Partnered with executive leadership to define manufacturing footprint, capital allocation, and growth strategy supporting global customer demand.. Improved working capital by reducing DIO from 107 to 67 days while delivering $8.5M cost savings.. Improved FPY from 81% to 97% through process stabilization, automation implementation, and reduction of workmanship variation during aggressive ramp activity.. Increased productivity from 43% to 65% through bottleneck elimination, throughput optimization, workforce upskilling, and execution discipline.. Reduced hourly labor cost from $100 to $30.76 through operational redesign, throughput improvements, workforce development partnerships with local technical schools, and targeted automation.. Improved PDSL from 22% to 72%, restoring customer confidence and delivery performance during rapid scale-up.. Implemented OEE, MTTR, MTBF, DPM, KPI governance, and VOS systems to transition operations from reactive firefighting into structured, data-driven execution.. Driving automation and greenfield expansion strategy to support scalable long-term manufacturing growth in plant 2 and 3.
Director of Operations (SMT / Final Assembly/HVD Harness/Automotive)
Led end to end operations across 21 SMT lines and 26 final assembly lines supporting automotive and industrial customers within a high mix manufacturing environment.. Consolidated two plant leadership teams into a single high performing organization, reducing management costs by 50% while strengthening accountability and execution.. Led multi site manufacturing operations across Mexico with accountability for 3,000+ employees and $350M revenue, ensuring standardized operational excellence and strategic growth execution.. Improved OEE from 41% to 84% while reducing scrap from 9% to 0.68% through Lean execution, process stabilization, and operational discipline.. Led 28 NPI industrialization programs supporting aggressive production ramp-up while maintaining execution stability.. Improved on time delivery from 85% to 98% through supply chain optimization, process automation, and material flow improvements.
SMT Plant Manager (SMT / Back End, Ford / GM / Rivian / FCA / Tesla / Nissan)
Led end to end operations, overseeing P&L management for $150M revenue and a workforce of 1200 employees.. Lean initiatives, improving Overall Equipment Effectiveness (OEE) from 61% to 82% and reducing scrap from 6% to .95%.. Led NPI ramp ups for high volume automotive and electronics products (Audio Amplifier, Left, Right Front Body Control, Charge Port and Camera).. Improved on-time delivery rates from 75% to 100% through supply chain optimization and process automation.. Developed High Performance Teams fostering a culture of accountability, collaboration, and continuous improvement.. Certified plant in IATF, ISO 9001, IPC 610.. Reduced spare parts expense from $780K to $110K through inventory optimization and supplier negotiations.. Delivered $6M headcount cost reduction through process automation, line balancing, and labor optimization initiatives.. Implemented DPM, MES and Power BI operational dashboards enabling real-time KPI visibility and data-driven execution across operations.
Plant Operations manager (SMT/CAD/ AUTOMOTIVE, Ford/Gm/FCA)
Led three business units generating approximately $1.08B annual revenue with responsibility for 3,700 employees supporting automotive and consumer electronics customers.. Directed NPI industrialization and mass production ramp up activities, ensuring successful product launches while maintaining delivery and quality performance.. Improved customer delivery performance through throughput optimization, capacity expansion, and manufacturing process stabilization.. Reduced customer defects and PPM performance through implementation of Quality Circles, structured problem solving, and cross-functional corrective action teams.. Launched enterprise wide Six Sigma capability development program including White Belt, Yellow Belt, Green Belt, and Black Belt certifications, creating rapid response SWAT teams focused on quality improvement, cost reduction, and operational problem resolution.. Improved operating profitability to approximately 13% margin through productivity improvements, waste elimination, labor optimization, and manufacturing excellence initiatives.. Led efforts that successfully secured Ford's Q1 and GM's BIQS certifications, demonstrating excellence in quality and supplier performance.
PD & Maintenance Manager (Metal Mechanic/ AUTOMOTIVE, BMW/MB/Ford/GM/Nissan/FCA)
Effectively prioritized and organized workloads in a dynamic environment, resulting in a significant increase in plant attainment from 65% to 95%, consistently meeting daily and weekly production schedules.. Led the reorganization of the department to enhance operational productivity. Spearheaded a Third Shift headcount reduction from 250 to 130 employees, generating $960K in savings while increasing equipment flexibility and reducing operational costs.. Successfully maintained ISO certification for four consecutive years, ensuring ongoing compliance with international quality standards and continuous improvement.. Played a key role in reducing warranty and customer claims from 500 ppm to 25 ppm, significantly improving customer satisfaction and product reliability.. Led efforts to reduce scrap rates from 4.2% to 2.2%, surpassing the company’s target of 2.4%, driving improved material efficiency and cost savings.. Implemented the Lockout/Tagout (LOTO) methodology and procedures, ensuring safety compliance and achieving zero accidents in the area for 20 months, promoting a culture of safety across the plant.. Reduced downtime by 10% through the creation of a multifunctional engineering team, plant zoning, and the establishment of cross-functional teams (CFTs) that were held accountable for key performance indicators (KPIs).. Increased PM execution from 40% to 95%, improving equipment reliability and reducing unplanned maintenance activities.. Led the successful implementation of Total Productive Maintenance (TPM) and Predictive Maintenance strategies to reduce equipment damage.. Established Min and Max inventory levels using the PMC software, optimizing material availability and reducing excess inventory while ensuring timely production.
Director of Operations | SMT / Final Assembly / HVD Harness / Automotive
Lead Vertiv’s largest and most complex global manufacturing operation focused on rapid scale, operational stabilization, and record financial performance within a high mix, high variability environment.. Delivered $1.1B revenue in 2025 while positioning the operation to scale beyond $2.2B through capacity expansion, leadership development, and phased automation.. Partnered with executive leadership to define manufacturing footprint, capital allocation, and growth strategy supporting global customer demand.. Improved working capital by reducing DIO from 107 to 67 days while delivering $8.5M cost savings.. Improved FPY from 81% to 97% through process stabilization, automation implementation, and reduction of workmanship variation during aggressive ramp activity.. Increased productivity from 43% to 65% through bottleneck elimination, throughput optimization, workforce upskilling, and execution discipline.. Reduced hourly labor cost from $100 to $30.76 through operational redesign, throughput improvements, workforce development partnerships with local technical schools, and targeted automation.. Improved PDSL from 22% to 72%, restoring customer confidence and delivery performance during rapid scale up.. Implemented OEE, MTTR, MTBF, DPM, KPI governance, and VOS systems to transition operations from reactive firefighting into structured, data driven execution.. Led automation and greenfield expansion strategy supporting scalable long term manufacturing growth across Plants 2 and 3.. Led end to end operations across 21 SMT lines and 26 final assembly lines supporting automotive and industrial customers in a high mix manufacturing environment.. Led multisite manufacturing operations with accountability for 3,000+ employees and $500M in annual revenue.. Consolidated two plant leadership organizations into a single high performance structure, reducing management costs by 50% while strengthening accountability and execution.. Improved OEE from 41% to 84% and reduced scrap from 9% to 0.68% through Lean execution, process stabilization, and operational discipline.. Led 28 NPI industrialization programs supporting aggressive production ramp ups while maintaining operational stability.. Improved on time delivery from 85% to 98% through supply chain optimization, automation, and material flow improvements.. Partnered with executive leadership on strategic growth, operational standardization, and capacity expansion across multiple manufacturing facilities.. Reduced spare parts expense from $780K to $110K through inventory optimization and supplier negotiations.. Delivered $6M headcount cost reduction through process automation, line balancing, and labor optimization initiatives.. Implemented DPM, MES and Power BI operational dashboards enabling real-time KPI visibility and data driven execution across operations.
Director of Operations | Thermal / Liquid Cooling / Chillers
Lead Vertiv’s largest and most complex global manufacturing operation focused on rapid scale, operational stabilization, and record financial performance within a high mix, high variability environment.. Delivered $1.1B revenue in 2025 while positioning the operation to scale beyond $2.2B through capacity expansion, leadership development, and phased automation.. Partnered with executive leadership to define manufacturing footprint, capital allocation, and growth strategy supporting global customer demand.. Improved working capital by reducing DIO from 107 to 67 days while delivering $8.5M cost savings.. Improved FPY from 81% to 97% through process stabilization, automation implementation, and reduction of workmanship variation during aggressive ramp activity.. Increased productivity from 43% to 65% through bottleneck elimination, throughput optimization, workforce upskilling, and execution discipline.. Reduced hourly labor cost from $100 to $30.76 through operational redesign, throughput improvements, workforce development partnerships with local technical schools, and targeted automation.. Improved PDSL from 22% to 72%, restoring customer confidence and delivery performance during rapid scale up.. Implemented OEE, MTTR, MTBF, DPM, KPI governance, and VOS systems to transition operations from reactive firefighting into structured, data driven execution.. Led automation and greenfield expansion strategy supporting scalable long term manufacturing growth across Plants 2 and 3.. Led end to end operations across 21 SMT lines and 26 final assembly lines supporting automotive and industrial customers in a high mix manufacturing environment.. Led multisite manufacturing operations with accountability for 3,000+ employees and $500M in annual revenue.. Consolidated two plant leadership organizations into a single high performance structure, reducing management costs by 50% while strengthening accountability and execution.. Improved OEE from 41% to 84% and reduced scrap from 9% to 0.68% through Lean execution, process stabilization, and operational discipline.. Led 28 NPI industrialization programs supporting aggressive production ramp ups while maintaining operational stability.. Improved on time delivery from 85% to 98% through supply chain optimization, automation, and material flow improvements.. Partnered with executive leadership on strategic growth, operational standardization, and capacity expansion across multiple manufacturing facilities.. Reduced spare parts expense from $780K to $110K through inventory optimization and supplier negotiations.. Delivered $6M headcount cost reduction through process automation, line balancing, and labor optimization initiatives.. Implemented DPM, MES and Power BI operational dashboards enabling real-time KPI visibility and data driven execution across operations.
SMT Plant Manager | Automotive / SMT / Back End
End to end manufacturing operations supporting $350M annual revenue, 2,500 employees, and multiple automotive OEM customers including Tesla, Ford, GM, Rivian, FCA, and Nissan.. Partnered with executive leadership to support strategic growth initiatives, operational standardization, and capacity expansion across two manufacturing facilities.. Directed NPI industrialization and mass production ramp up for multiple automotive programs, ensuring successful launches while maintaining customer quality and delivery performance.. Improved operating profit from 7% to 15% through operational transformation, productivity improvements, cost optimization, and execution discipline.. Increased on time delivery from 75% to 100% while eliminating a two week customer backlog, significantly improving customer satisfaction and operational performance.. Led global standardization initiatives for SMT and Final Assembly across Class 6 and Class 8 product families, improving scalability, consistency, and quality performance.. Delivered $2M annual labor cost reduction through automation, line balancing, organizational optimization, and workforce productivity improvements.
Plant Operations Manager | SMT / CAD / Automotive
Led three business units generating approximately $1.08B in annual revenue with responsibility for 3,700 employees supporting automotive and consumer electronics customers.. Directed NPI industrialization and mass-production ramp ups, ensuring successful product launches while maintaining quality and delivery performance.. Improved customer delivery performance through throughput optimization, capacity expansion, and manufacturing process stabilization.. Improved operating profitability to approximately 13% margin through productivity improvement, waste elimination, labor optimization, and manufacturing excellence.. Reduced customer defects and PPM performance through Quality Circles, structured problem solving, and cross-functional corrective action teams.. Established an enterprise wide Six Sigma capability program covering White, Yellow, Green, and Black Belt development.. Led cross functional SWAT teams focused on quality improvement, cost reduction, and operational problem resolution.. Successfully secured Ford Q1 and GM BIQS certifications, strengthening quality and customer performance.
FTS PD & Maintenance Manager | Metal Mechanics / Automotive
Improved plant attainment from 65% to 95%, consistently meeting daily and weekly production requirements.. Reduced third-shift headcount from 250 to 130 employees, generating $960K in annual savings while improving equipment flexibility and reducing operating costs.. Reduced warranty and customer claims from 500 PPM to 25 PPM through quality and reliability improvements.. Reduced scrap from 4.2% to 2.2%, exceeding the company target.. Improved preventive-maintenance execution from 40% to 95% and reduced downtime by 10% through multifunctional engineering teams and KPI accountability.. Implemented TPM and predictive-maintenance strategies to improve equipment reliability.. Established Min/Max inventory controls to improve material availability while reducing excess inventory.