MIGUEL A.

CAZARES FRANCO
6281 Los Bancos Contact Phone: (915) 222 8800
El Paso, TX 79912 mc113a854@westpost.net Mobile: (915) 726 9183
OPERATIONS/ MANAGEMENT
PERFORMANCE, PROCESS, AND RESULTS-DRIVEN IN COMMITMENT TO QUALITY AND CONTINUOUS
IMPROVEMENT
High performance, results-driven operations management professional with a caree
r demonstrating visionary leadership, expertise, and distinguished performance i
n business operational management, and plant start-ups. Driver and catalyst for
change, combining tactical execution of strategic initiatives with strong leader
ship of cross-functional staff and development of key alliances to capture and e
nhance overall business and bottom-line financial performance. Able to quickly a
nd effectively adapt to ever-changing business requirements, demanding deadlines
, market conditions, and complex organizational needs. Skilled at combining tact
ical execution with innovative, out-of-the-box problem solving.
CORE COMPETENCIES:
* Strategic Planning & Tactical Execution * Revenue Optim
ization & Profit Growth
* Multimillion-dollar P&L Management * Human Resource Management
* Six Sigma Green Belt and Lean Manufacturing * Financial Management
& Cost Control
expert * Sp
ecialized in Start Ups and Turn * Staff Leadership & Management Developm
ent Around projects
* Research & Analysis/ Conceptual Problem Solving * Purchasing & Negotiat
ions
* Building Consensus & Motivating Participation * Construction Oversight
Management
PROFESSIONAL EXPERIENCE
American Metal Products
2008- 12/2010
Plant Manager. Mexicali, Mex.
Responsible for the performance and operational results of one of the la
rgest plant in the corporation dedicated to manufacture HVAC products and annu
al sales of $60 million. Directly managed nine Managers and through these subor
dinates, 450 employees in a 300K sq. ft. building.
* Developed and lead comprehensive Six Sigma/Kaisen projects (95 projects in two
years) which generated over $1.5 million in cost savings.
* Aggressively implemented Lean Manufacturing concepts, 5S and redesigned plant
layout to boost productivity by more than 70%.
* Improving Quality and delivery, while reducing all backorders (99.7% build to
schedule)
* Improved inventory from 7.4 to 20 turns ( $3.0 million decrease in RAW and WIP
)
* Reduced operating expenses by 22% ($3.5 million) .Reduced scrap by 50%. Reduce
d Management in 25% and direct labor ( more than 100 employees last year )
* Developed and directed the total plant re-layout that has made Mexicali facili
ty the most Lean and Safest in the corporation.
Electrical Components International
2007-2008
Plant Manager. Juarez, Mex.
Responsible for P&L, NPI, Planning, Engineering, Manufacturing, Materials and th
e entire operation for an 800 employee/facility dedicated to manufacture wire ha
rnesses for appliances, agricultural and construction segment.
* Agent change in the implementation of Lean Manufacturing and Six Sigma Philoso
phy.
* Increased average monthly sales from $1.1MM to $2.0MM by increasing productivi
ty while maintaining same headcount and overhead expenses.
* Improved PPM from 600 to 56 at customer site while maintain cost of quality at
company
* Reduction of 40% in Raw material, 50% in WIP and 80% in FG.
* Implemented the 5S concept, Safety walks, people participation and a Training
Program for all employees.

Lear Corporation
2001- 2007

Plant Manager. Chihuahua, Mex. (2006-2007)

Accountable for maintaining quality and meeting daily production requirement of
1500 wiring harnesses for Ford Motor Corp., with zero quality issues, while kee
ping more than 800 employees motivated throughout the closure of the Plant.
Site Manager. Honduras, Central America. (2004-2006)
Senior Operating Manager (3 plant managers reported to me) with full P&L respon
sibility for the strategic planning, development, and operations management for
2300 employees, 155K sq. ft., in 3 business unit operation involved in the produ
ction of power and signal distribution systems (electrical wiring harnesses) for
Hyundai. Scope of responsibility includes scheduling, production, quality assur
ance, staffing, safety, resource utilization, and long range planning.
* Led and transitioned this new full-scale Plant operation from concept through
feasibility analysis, research, strategic planning and development, and reviewin
g and approving all plans to ensure that the plant meets all requirements for pr
oduction.
* Assessed and implemented plant floor, office space organization, and equipment
layout factors; energy, water, and compressed air requirements.
* Tasked with identifying and implementing continuous-improvement measures, over
seeing the implementation of state-of-the-art equipment and people technology up
grades to improve operating efficiencies.
* Instrumental in planning, researching, coordinating, budgeting, and executing
comprehensive strategies for the organization, including coordinating all extern
al public relations and working closely with Korean partners to build and sustai
n growth for the organization.
* Conducted monthly reviews to review goals attainment, cost reduction initiativ
es, variance analysis, and staffing to meet production, implementing the 5S conc
ept across 90% of operations.
Plant Manager, Chihuahua and Juarez Plants. (2001-2004)
During this period I was assigned in four different wiring harness plant
s with 100 to
2000 employees.
* Charged with directing all production activities, maintenance, process con
trol, procedural development, and all continuous improvement activities for
the plants consisting of various automated manufacturing systems for large inter
national customers.
* Directly supervised and oversaw the work efforts of all assembly maintenance,
engineering, electrical & controls, and procurement personnel.
* Implemented overtime and efficiency programs to meet and exceed all customer n
eeds and expectations.
* Eliminated "past due" service parts orders, implementing a new production proc
ess, improving overall machine reliability and plant productivity by identifying
and defining issues, measuring the impact of each issue, analyzing to determine
the root cause, then implementing corrective actions either by design, procedur
es, or practice.
* Accountable for the management of installation and start-up of three new manuf
acturing plants used to launch a new product line from the Philippines.
* Successfully implemented Toyota Productions System, managing the plant and cre
ating work orders daily, weekly, semi-annually, and annually for added organizat
ional profitability.

Delphi Packard Electric. (General Motors wiring harnesses Division)

1981-2001
Plant Manager. Chihuahua, Mex. (2000-2001)
Responsible of the machinery and equipment transfer to other plants. Imp
lemented the Preventive Maintenance best practices in Mexico plants. Conducted
Lean Workshops in different plants.
Operations Director. Shanghai, China (1998-2001)
Accountable for the operation (4 plants: wire, component, lead preparati
on and harness assembly plants) in a Joint venture between Delphi and a Chinese
company, employing over 2500 personnel, successfully launching a new program for
the Chinese Market. Implemented the "best practices" and Delphi procedures. Se
rved on a task force in Malaysia operations. Development of the Excellence Train
ing Center. Lean champion in charge of Lean deployment in China operations.
Plant Manager. Meoqui, Mex. (1996-1998)
Launched new product for General Motors and implemented self-directed te
ams in Mexico Plants. Plant with over 1500 employees.
Advance Manufacturing Manager. Ohio, USA. (1994-1996)
Completed intensive 2-year training in USA to develop a new product included man
ufacturing process and new technology.
Plant Manager. Chihuahua, Mex. (1990-1994)
Successfully implemented the PPS (Packard Production System) and Continuous impr
ovement workshops. Implemented the H&S best practices in Mexico Plants.
Supervisor, Production Manager, Operations Manager. Juarez, Mex. (1981-1990)

EDUCATION
Degree in Industrial Engineering. Instituto Tecnologico Regional de Cd.Juarez,
Mexico 1980
Course work towards Masters in Organizational Development. Universidad de Monter
rey, 1998
Finance for non Finance Managers course. Michigan University, Hong Kong 2000
Six Sigma Green Belt through Lear Corporation Mexico, 2002
Lean Deployment Training in the University of Tennessee, 2009