EDGAR BENITO DELGADO ESPINOZA

• Led a team of 200+ employees, including managers, supervisors, and production staff, ensuring efficient daily operations of the plant, consistently meeting production targets, quality standards, and delivery schedules.
• Implemented a weekly agenda to review and monitor KPIs, driving operational improvements, enhancing productivity, and optimizing manufacturing processes to reduce costs and improve performance.
• Held full responsibility for the plant’s Profit and Loss statement, overseeing financials, including budgeting, cost control, and financial analysis, contributing to profitability.
• Fostered a positive and engaging work environment, motivating employees to meet and exceed performance goals while promoting a culture of accountability and innovation.
• Collaborated cross-functionally with engineering, sales, supply chain, and quality assurance teams to resolve production challenges, streamline operations, and ensure customer demands were met.
• Developed and executed production plans aligned with customer requirements, optimizing inventory levels and managing raw material procurement to improve supply chain efficiency.
• Implemented rigorous quality control processes, addressing deviations through corrective and preventive actions to meet or exceed customer expectations.
• Led continuous improvement initiatives, utilizing lean manufacturing and Six Sigma principles to drive efficiency and performance gains.
• Championed workplace safety, ensuring compliance with safety protocols and regulatory standards.
• Coached and mentored staff, developing leadership potential and preparing high-potential employees for future management roles.

Key Achievements:

• Successfully led a comprehensive turnaround strategy that resulted in the first positive P&L result since 2018 within just three months of implementation.
• Delivered a 10% improvement in operational efficiency, contributing to sustained financial success.
  Reduced raw materials and finished goods inventory from $22.6M to $9.5M within 10 months, significantly decreasing customer backlog and reducing freight costs by 3%.
• Oversaw quality improvement initiatives, reducing scrap rates by 30%, leading to decreased material waste and enhanced overall product quality.
• Achieved recognition for the plant as the “Best Safety Improvement Plant” at the 2023 Plastic Omnium Lighting Convention in Munich.
• Led quoting efforts for the Rivian Peregrine project, adding $7M in annual revenue, with the start of production set for March 2024.
• Spearheaded a high-impact insourcing initiative that successfully onboarded additional business, generating $5M in revenue for 2024.

• Oversaw daily operations of an $80M automotive manufacturing facility, managing a team of 120+ employees across multiple shifts to achieve production targets and maintain quality standards.
• Collaborated with cross-functional teams to reduce downtime and optimize production scheduling and resource allocation, implementing lean manufacturing tools to enhance operational efficiency.
• Worked closely with the Quality team to establish and maintain strict quality control protocols, ensuring consistent product quality.
• Led a comprehensive leveling program and structured onboarding process for new hires, enhancing training in safety, quality, and operational procedures.
• Developed strategies to incentivize continuous learning and skill development among team members, improving employee retention and engagement.
• Spearheaded plant-wide initiatives to improve material management and inventory control, optimizing processes across all production areas.

Key Achievements:

• Achieved a 20% improvement in Overall Equipment Effectiveness (OEE) through process optimization, leading to significant cost reductions and increased operational efficiency.
• Reduced customer complaints by 75% by collaborating with the Quality team and enhancing quality assurance protocols.
• Nominated to lead a plant-wide project focused on reducing inventory losses, achieving an 85% quarterly reduction and saving over $1 million.
• Successfully implemented strategies for material management and backflushing, enhancing overall inventory accuracy and control.
• Contributed to a 3% decrease in employee turnover through improved training programs and continuous development initiatives.

• Conducted capacity studies to support strategic footprint decisions and customer feasibility, resulting in additional revenue through the extension of current programs.
• Worked closely with engineering and operations team to identify and address production bottlenecks, successfully reducing cycle times and increasing throughput by 15%.
• Implement SMED on two production lines, achieving a 50% reduction during changeover and enhancing overall production efficiency.
• Coordinated the validation of various products across multiple production lines resulting in increased production flexibility.

• Spearheaded the industrialization plan for expanding TCU 100 connectivity capacity for Ford, increasing output from 8K units per week to 79K units per week.
• Managed Capex budgets of $30M in 2018 and $17M in 2019, overseeing expense planning and the receipt of invoices while achieving cost savings of approximately 10%.
• Led the quotation process for additional equipment, managing the integration and debugging of new machinery to ensure seamless operations.
• Conducted weekly meetings with Ford to provide updates on progress and maintain alignment with the industrialization plan.
• Performed capacity studies in response to Ford’s GCP analysis, ensuring optimal production capabilities and adherence to required standards.
• Facilitated Lean workshops that led to the automation of manual operations through the introduction of collaborative robots (cobots), reducing manpower requirements from 9 operators to 5 per line across 4 assembly lines.

Key Achievements:

• Increased TCU 100 production output from 8K to 79K units per week, supporting Ford’s expanded connectivity needs.
• Achieved cost savings of approximately 10% through effective budget management and strategic allocation of resources.
• Successfully reduced manpower requirements by 44% per assembly line through the introduction of cobots, enhancing efficiency across 4 lines.

• Spearheaded initiatives that improved production line efficiency by 10% through targeted process optimizations.
• Conducted cycle time measurements for SMD and Final Assembly processes, achieving a 10% reduction in cycle time and increased throughput.
• Developed and implemented Work Combination Tables and Standard Operation Sheets, leading to a reduction in labor costs by $30K per year and saving 1 headcount per shift.
• Managed routing development and maintenance in SAP to ensure accurate and efficient production routing.
• Led the design and installation of new SMD and Final Assembly lines, increasing production efficiency and overall capacity.
• Analyzed and reduced changeover times on the SMD line by 15 minutes using SMED principles, increasing production availability by 2.5%.
• Conducted monthly capacity analysis for the IC Business Unit, providing critical data that supported production capacity increases and optimized resource allocation.

Key Achievements:

• Improved production line efficiency by 10% through process optimizations, boosting productivity and resource use.
• Reduced cycle times by 10% in SMD and Final Assembly, significantly increasing throughput.
• Saved $30K annually in labor costs by optimizing line balancing and implementing new operational standards.
• Increased production availability by 2.5% through successful changeover time reduction, contributing to smoother production flow.