Cesar Rojas

I have more than 30 years of experience in Manufacturing industry, more than 25 years in managerial positions, I am a person open mind, that enjoy a lot communicate with my people, others functional departments and with all staff into the company, creating a participation culture and enjoy day a day to be present in the facility apporting value to our jobs and to the company. 

Cesar Rojas is experienced in the management of Manufacturing. CESAR ROJAS has 34 years of work experience, with 30 years of management experience, including a mid-level position.

CORE SKILLS

Lean Manufacturing, Six Sigma, 5S, ISO9000, Visual Factory, Teamwork, Team Building, Leadership, Safety, Operational Excellence, Data Analysis, Root Cause Analysis, Windows, Computer Skills, Continuous Improvement, Continuous flow, SMED, Overall Equipment Efficiency, IPC-A-610, Hiring, Training, Coaching and Mentoring, Cross Functional Environment, Conflict Management, Print circuit boards assemblies (SMT, Hand Insertion, Wave solder Process, Touch up and Secondary Operation, In Circuit test, final Assembly, Test and Packing), Design For Manufacturing analysis (DFM), Capacity calculation, Headcount calculation, Overhead Budget, Capital Budget, High Volume/Low Mix and Low volume/High Mix environments. Bilingual English/Spanish.

PROFESIONAL EXPERIENCE

Carlisle Interconnect Technologies 

Connectors, contacts, cable assemblies and complex harnesses

Nogales, Sonora Mexico
 

Manufacturing Manager(Sep 2022 – Apr 2023) 6 Months

Monthly review of Installed capacity and headcount required to cover production demand; Management and Control of overhead expense; MRO control; Daily Gemba Walk and KPI tracking (action plans); Develop Improvement Projects (Kaizen events); Management of production area called Contacts, where we were produced around one million of metal contacts per day, using different technologies as is CNC, TORNOS, Cold head and ALBE, as well the product is finished thru the final process that is Annealing, Plating, Selective plating, hooding, and Striping, generating monthly revenue between 5 to 6 million. Ensuring that procedures and policies are carried out, managing to have a safe environment, producing high quality products at lowest cost. On Time Delivery daily tracking.

KEY CONTRIBUTIONS AND ACHIEVEMENTS:

• ­Method and format to calculate installed capacity and Headcount was defined and implemented, helping to identify equipment, work shifts and headcount required to produce daily demand.
• Overall Equipment Efficiency Calculation was reviewed and update. Resources were assigned only to equipment needed to cover production demand. Equipment up time, quality and output were improved getting eliminate second shift operations, maintaining the same output per day. 
• Roll and responsibilities of production areas were reviewed and updated, consolidating some areas under same leader. Mentoring, coaching, and training were provided to empower them. One on One talk and records to follow the advance.
• OTD was improved. A daily meeting was implemented to review production orders’ status and identify any issue for orders in the coming days. Tracking record of activities was established.
• Safety: No recordable accidents in Contacts Area.
• Quality: Internal Quality over 95% and External quality under 255 PPM.
• Delivery: OEE improved from 21 to 52%, OTD Improved from 75% to 89%.
• Cost: Resources optimization, second shift elimination and Direct Labor reduced 20%, from 132 employees to 105. Scrap under 3%. 
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O.F. Mossberg & Sons 

Sporting Goods

Eagle Pass, TX

Operations Manager(Jan 2016 – Jun 2022) 6 Years and 6 months

Oversee all daily manufacturing operations to ensure policies and procedures are followed, ensuring the plant is running smoothly, quickly, efficiently, and safely. Ensure to meet regulatory agencies’ requirements (OSHA, ATF, etc.). Develop and control of Overhead expenses budget. Ensure enough capacity is installed in accordance with customer requirements. Ensure resources are allocated proper to maintain Operations continuity. Annual plan for Continuous Improvement Projects (kaizens). Improvement trend on Operations KPIs. Daily Gemba walk reviewing performance and action plans, Teamwork with Cross functional teams. Direct responsible for Manufacturing Operations, Maintenance, Manufacturing Engineering, Quality, Facility Security. Responsible in dot line from HR, Buyers, Financial, ATF Compliance, Logistics, and IT. On-site leader for a manufacturing facility located in Eagle Pass, TX. Training, Coaching and Growth of 8 direct reports with a total of 350 Direct Labor employees.

KEY CONTRIBUTIONS AND ACHIEVEMENTS

Lean Manufacturing implementation, changing production methodology from bulk to one piece flow, “U” production cells were designed and installed, Operations Metric Implementation (KPI), Monthly Operational review implemented, Monthly Capacity Installed calculation versus production requirements. Safety and training plan implemented, Rework and conversion components was eliminated, driving continuous improvement and optimization of all resources creating a Safety and comfortable work environment, obtained next results:

• Safety: Incident rate reduced from 2.35 to 0.79
• Quality: Improved from 94.2% to 99.2%
• Delivery: Production capacity increased by 30%
• Cost: Inventory reduction in 30%, Resources optimization, Efficiency increased in 23%, Overhead expense reduced in 41%. 

CHAMBERLAIN GROUP

Residential and commercial door openers and accessories

Nogales, Sonora Mexico

Sr. Business Unit Manager, Electronics Manufacturing Area (Jun 2010 – Dec 2015), 5 Years and 6 Months

Responsible for Electronics Manufacturing Area, where are produced all the sub-assy and accessories used on the garage door openers (Main Board, Transmitter, Wall Control, IR Sensors, Proximity Sensors, Wire Harnesses and other accessories. An average of 10 sub-assy per Opener, producing as a total of 320,000 sub-assy per day, on 57 production cells.

SMT area works 24/7 to maximize equipment usage and cover production requirements with 9 production lines, capable of producing any product in any line without affecting prevent maintenance, maintaining OEE over 80% and Model changeover in around 15~20 minutes. Develop manufacturing process, controls documents and procedures infrastructure (Product thermal profiling, solder paste height measurement, PCB handling, solder paste management, stencils design, rework, inspection for fine pitch devices, Automatic Optical Inspection, SMT programs, etc.). Kanban definition for each PCBA, Raw Material kanban definition and inventory Control, ESD Control, Solder paste and Epoxy handling procedure and control, Design for Manufacturing analysis, Solder paste and epoxy stencils design, Equipment Spare parts control, Consumable inventory and control, Employees hiring, training and coaching, Capacity Calculation ensuring to cover production, Equipment acquisition as is required, Headcount calculation, Production Schedule development. TPM Implementation, Prevent Maintenance Program Improved linked with production schedule. Overhead budget plan and control, Tool crib room control; New products introduction support. Full commitment with ISO9000; Leader and growth of 8 direct reports with a total of 1,100 Direct Labor employees in the electronics area.

KEY CONTRIBUTIONS AND ACHIEVEMENTS

Lean manufacturing projects implemented to create 57 production cells with capacity of 320,000 sub-assemblies daily using pull system and Kanban. Implementation of vendor managed inventory within a vertically integrated manufacturing facility utilizing SAP. Visual factory implementation, Improved work environment; lightening; panoramic windows, more space between production cells (motivational environment for employees).

• Safety: Incident Rate reduced from 0.28 to 0.06, record of 645 days without accident
• Quality: Outgoing quality improved 1,969 down to 350 DPPM
• Delivery: Customer satisfaction level improved to 97%, Production attainment from 82% to 98%
• Cost: Labor efficiency improved 81% to 97%, OEE implementation and improved from 79% to 85%.

MOTOROLA   

Printed Boards Circuit Assemblies for Embedded Computational Systems. 

Cable modem boxes and Digital Customer Terminal

Radio Frequency Amplifiers and distributors for TV cable signal.

Nogales, Sonora Mexico

Sr. Manufacturing Operations Manager, (Jan 1994 - Jun 2010) 16 Years and 6 Months

Responsible for Manufacturing Operations 24/7, Maintenance and Manufacturing Engineering, applying Lean Manufacturing, Six Sigma, 5S, Root cause analysis, SMED, OEE and other methodologies on the daily operations into the company. Training, Coaching, Mentor and Growth of 5 direct reports with a total of 1,500 Direct Labor employees in the production area. These are some of my responsibilities in this position.

• Monthly review of production requirements per family of product, ensuring have installed capacity to cover monthly production demand. 
• Work with support departments for acquisition or equipment replacement according to the needs.
• Develop manufacturing process, controls and procedures infrastructure.
• Determinate standard time per product. Calculation and ensures proper staffing (Direct and Indirect Labor), developing, and maintaining an effective workforce.
• Maintain updated factory capacity and Layout.
• Equipment Spare part, fixture, and tooling Inventory control. 
• Kan ban system implementation for sub-ASSY and Raw Material.
• MRO and tool crib control.
• Collaborate directly with production planning and materials management to optimize production schedule including New Products and delivery time.
• Capital and Overhead Budget. Annual Cost Reduction Projects Plan
• Ensure all quality and regulatory standards, specifications, and policies are met or exceeded.
• Prevent Maintenance and TPM program.
• Production tracking by hour with efficiency over 95%. 
• Equipment transferring.
• ESD and calibration control; Full commitment with ESD, TL9000, TL14000 and in general with all different procedures and controls established as a part of the operations.
• Daily review of White boards with Operations performance indicators and operating goals.

KEY CONTRIBUTIONS AND ACHIEVEMENTS

Business transferring to new building with more than 300,000 sq ft of production area, that through the years gave us the opportunity to transform and growth the operations from 700 to 5,000 employees (4 shifts) in the same building. Taiwan’s Operations transferring to Nogales. Design and implementation of production line using continuous flow methodology with tack time of 8 sec. en each of the production line. Overall Equipment efficiency implementation on SMT area, SMED and TPM implementation in this same area.

• Safety: Incident rate reduced from 0.35 to 0.24
• Quality: Over 98%
• Delivery: Production attainment over 99%, 
  • DCT capacity increased from 1,700 to 12,000 units per day after Taiwan Operations transferring. Four production lines in SMT and two in final assembly (cycle time of 12 sec. in each line)
  • Cable Modem Production output of 28,400 units per day after Taiwan Operation transferring. Four production lines in SMT and four in final assembly (cycle time of 8 sec. in each line)
• Cost: Productivity over 95%, Scrap under 0.5% of raw material cost, WIP reduced from 15 days to 3 days,

MOTOROLA 

Manufacturing Process Engineer(Jan 1990 – Jan 1994) 4 Years

Manufacturing Process Eng. for RF amplifiers and Cable Box Receiver. Responsible to create work instructions, visual aids; Define, design and selection of tooling, fixtures and equipment; Design of new production lines; Design layouts; SMT process, Soldering Process (Solder Paste, Wave solder, hand solder), Define standard times for assy, Headcount calculation; New products introductions; Production line balancing, JIT trainer, ISO9000 documentation development. 

Transferring Cable Box Receivers from Taiwan to Nogales. Introduction of the first auto insertion equipment. Introduction of spot mask dispenser machine, changing process from manual to automatic.

MOTOROLA

Maintenance Supervisor(Jan 1989 – Jan 1990) 1 Year

Responsible for maintaining manufacturing equipment in optimal conditions as well Machine shop responsible, in charge to build special tooling, fixtures, workstations, conveyors and all things required in production lines. Responsible to transfer and installation of manufacturing equipment to new facility in Empalme Sonora.

Instituto Tecnologico de Nogales, BS Industrial Engineer – Electronics, Six Sigma, Yellow Belt, Lean Manufacturing, Leadership formation, Teamwork, ISO9000