Carlos Acosta
El Paso,TX
Summary
Operations Manager with over 35 years of extensive experience in manufacturing and production leadership, specializing in process optimization, quality improvement, safety culture, and Lean Six Sigma implementation. Proven success in leading cross-functional teams, reducing scrap and defects, improving equipment performance, and driving continuous improvement to maximize operational efficiency and customer satisfaction.
Overview
19
19
years of professional experience
1
1
Certification
Work History
Operations Manager
THE TORO COMPANY
11.2012 - 04.2025
- Reporting to the Director of Operations, with responsibilities for leading and coordinating all aspects of molding and extrusion production. Proven focus on maximizing resources and process efficiencies to achieve business objectives while ensuring safety and quality standards. Experienced in meeting aggressive production schedules, controlling cost, and driving continuous improvements initiatives across operations.
- Lead daily operations with 200 + hourly employees and 14 direct reports, including supervisors across production, tool room, quality, and maintenance.
- Responsible to meet daily financial and operational KPIs in absorption dollars, cycle times, EHR, Quality PPMs and scrap.
- Manage and develop operators, leads, and technical staff through training, coaching, and standardized work practices.
- Conducted performance reviews and delivered targeted training to enhance employee skills and support professional growth.
- Conduct daily Gemba walks, Tier production meetings and monthly shift huddles to drive alignment, accountability, and continuous improvement.
- Led teams to roll out all aspects of Lean Enterprise starting with Tier Board Accountability to track progress, Standard Work, Problem Solving, 5S, and Layered Process Audits.
- Supported a team of 30 + employees in structured problem-solving, achieving 40+ solutions and generating over $140K in cost savings. Achieved cost savings by purchasing a nitrogen generator, eliminating recurring monthly expenses associated with nitrogen tank refills.
- Reduced molding cell operator labor by 50% thru automation and machine layout improvements.
- Reduced OT by creating Monday thru Friday support shift to cover absenteeism and vacation time.
- Restructured the 24/7 schedule to improve absenteeism, productivity output, part quality and scrap reduction.
- Implemented and followed machine and auxiliary equipment PM schedules to sustain machine performance and process repeatability.
- Strengthened in house defects detection by leveraging floor TIER board meetings to identify actions, drive containment, support problem solving and ensure customer protection through improved product quality.
- Leveraged management team to focus on understanding people strengths, employee interactions and timely recognition to improve turnover rate.
- Spearheaded a sustainability initiative to install energy-efficient lighting across the production floor, resulting in reduced energy costs.
- KEY ACHIEVEMENTS
- Analyzed operational data to identify trends and drive continuous improvement efforts.
- Empowered employees to take ownership of their responsibilities, leading to increased accountability and improved performance outcomes.
- Conducted regular performance reviews, identifying areas for improvement and developing action plans to address them.
- Reduced internal PPM by 20% through collaboration with Quality Engineering and KAPA teams, applying A3 problem-solving, leading MRB meetings, and enhancing operator instructions and visual aids.
- Strengthened in-house defect detection by leveraging floor-to-board meetings to identify actionable steps, drive containment, support root-cause problem solving, and protect customer quality.
- Reduced scrap by 10% year-over-year through data-driven analysis of low-performing jobs, root-cause identification, and corrective actions using Lean Six Sigma, A3, and DMAIC tools.
- Supported the implementation of the Safe Start Program to build personal safety habits; introduced new safety initiatives that advanced safety culture and team engagement, contributing toward a sub-2.0 TRIR and 50% reduction in recordable incidents.
- Identified major waste streams via value stream mapping and Kaizen events; implemented sustainable corrective actions to eliminate and prevent recurring waste.
- Improved extrusion machine performance by installing optimized screw designs, reducing startup time and scrap through targeted continuous improvement efforts.
- Improved changeover time by 50% by applying SMED methodologies, including process mapping, eliminating non-value-added task, developing tool specific changeover kits and creating operator standard work.
Process Engineering Specialist
THE TORO COMPANY
11.2005 - 01.2012
- Led a team of 20 Process Technicians, 16 Set Up Technicians and 2 Process Engineers.
- Responsible for the assessment and development of the technical staff. Guided 15 Technicians thru scientific molding principles and Master Molder 1 certification in the first 18 months.
- Responsible for new tool sampling and machine testing thru scientific molding methodology to maximize capabilities in both the molds and machinery.
- Led the El Paso team with the transfer of 12 molding machines to the Juarez plants.
- Identified waste streams through value stream mapping and Kaizen process improvement teams to identify root cause and implement solutions to prevent future waste.
- Improved quality 1st time acceptance rating from 30% to 70% through improved processes, capability, and tool improvements.
- Reduced the mold changeover time by 50% utilizing SMED techniques.
- Minimized material usage by 60% on 5 high volume molds through mold modification, converted cold runners to hot runner technology.
Education
A.S. Degree - Management
Park University
El Paso, TX12.2013
Skills
- Lean Manufacturing/Process Improvement
- A3 Problem Solving
- Safety Leadership (Safe Start Program, TRIR Reduction)
- Production Planning & Scheduling
- Budgeting, Cost control and Resource Optimization
- Conflict Resolution and Employee Relations
- Cross-Functional Team Leadership
- Operations management
- MS office
- KPI tracking
Certification
- EPCC Injection Molding Certification November 1990 - 80 hours
- OSHA Safety Training August 2015
- Master Molder 1 and 2 Certification, RJG, Inc. September 2006 - 160 hours
- Toro Company Leadership in Motion August 2018
- Dale Carnegie Leadership for Managers July 2013
Languages
English
Native or Bilingual
Spanish
Native or Bilingual
Timeline
Operations Manager
THE TORO COMPANY
11.2012 - 04.2025
Process Engineering Specialist
THE TORO COMPANY
11.2005 - 01.2012
A.S. Degree - Management
Park University