Franklin Castillo

Responsible for improving the plants revenue by leading all aspects of new product development and continuous improvement opportunities.

Experience Asset management of press tonnage range 80 Tons to 2000 Tons

Key Achievements:

• Lead the deployment of a new product line that included expansion and installation of two 700 Tons presses
• This project resulted in a $500,000 improvement in sales for the plant
• Developed Loss tree for the top opportunities
• Lead to the execution of CAPEX investment to improved plastic material drying capabilities resulting in scrap reduction of 18% for largest scrap product resulting in an IRR of 4 months
• Improved the facilities OEE by 30% by reducing unplanned downtime by streamlining the maintenance workflow process
• Lead a waste reduction project by implementing a material reclaim process to recover defected parts resulting in a material usage reduction of $150,000.

Led all aspects of the plant manufacturing to deliver 760,000 metric tons of wood pellets per year. The wood pellets are manufactured to aid power plants in the quest for energy generation with renewable sources and a replacement for coal

Key Achievements:

• Lead the safe and timely deployment of a $1.5 Million expansion project to increase yearly tons production
• Improved plant margins by leading cost analysis across the P&L cost tower
• Improved COGS by $200k/Mo
• Improved the plant’s wood cost results by coordinating control trials of lower cost materials while meeting quality standards and productivity.

Developed strategies to drive a vision of a digital transformation for all 15 Lumber facilities to capture an opportunity bet of $300M across the division

Key Achievements:

• Development of a digital transformation execution road map for the business
• Was able to map the production losses for the pilot site by capturing the “first-out faults” from asset PLC ‘s and guide the site to top key improvement opportunities
• After launching a successful pilot, lead the project team on execution and rollout to the division.

Managed all business operations of a $150MM next Gen Lumber facility

Key Achievements:

• As leader of a new facility, led the deployment of the plant's vision and mission to align the young organization with the key business drivers and the role each level of the plant played
• Lead facility to monthly productivity increases to meet commissioning curve
• Developed strategy to improve equipment reliability by allocating resources to develop processes to assure/document machinery precision state and baselines resulted in higher uptime
• Established project cadences that allowed for commissioning of different areas of the plant to take place without disrupting other areas of the plant was able to commission the facility without any safety accidents.
• Managed direction and planning for plant with focus on optimization of daily functions, exceeding customer expectations, and achieving KPIs.
• Provided direction and leadership to all levels of employees and managers.

Drove the deployment of Total Productive Maintenance (TPM) strategy throughout the Insulation business

Key Achievements:

• Contributed to the overall deployment of strategies for TPM operating platform for the Insulation Business as part of OC Global TPM team
• Coached and developed the Insulation Business leaders on the TPM operating platform
• Deployed four pillars to achieve Step 3 of Autonomous Maintenance at the Batch House, which was a respirator required area and today, due to the improvements, the respirators are not required
• Great accomplishment in meeting the EHS goals of zero accidents
• Led the implementation of a Daily Management System for the sites resulting in improved engagement of the area leaders and operations
• Utilized Early Management pillar to drive the deployment of a major CAPEX packaging project which was later implemented across all insulation facilities.

Directed all departmental operations (three operating lines) for leading manufacturer and distributor of Engineered Insulation Systems and Residential Insulation products to include scheduling, regulatory oversight, and employee relation personnel. Train staff members according to best practices and company requirements to perform job tasks effectively and efficiently

Key Achievements:

• Performed comprehensive analysis of departmental operations to identify and prioritize opportunities for improvement
• Used analysis as basis for development and execution of aggressive operating plan that improved department operating rate by 2% totaling to $5Million productivity improvement compared to 2013
• Engaged process disciplines among departments to assure quality products every day which resulted in improved “Cost of Non-Quality” of $2MM in 2014 and in 2015
• Utilized TPM pillars to lead teams to improve asset health resulting in improved product first pass yield and total operating costs improvement
• Utilized hazard recognition training as methods to improve our plant leadership around safety expectations and commitments

Accountable for meeting operating plans for both EIS and Residential insulation businesses

Key Achievements:

• In 2011 and 2012, led the V1 complex to its top two best productivity performances with 2012 being a plant historical best with a 3% improvement
• Delivered strong customer satisfaction by improving EPPM from 1,653 to 314 for DB products and from 1,455 to 373 for DW products.
• Oversaw day-to-day activities of 46 employees, fostering an inspiring atmosphere to optimize employee skills.

Directed maintenance workflow process for the entire Plywood Division

Accountable for process implementations and success of executable maintenance work

Key Achievements:

• Developed a Divisional SharePoint Site that continues to be utilized as a model for tracking the maintenance KPIs at a Divisional level
• Established maintenance workflow processes and procedures to boost craft utilization by 50% and decrease emergency work by 25% Created and initiated Statistical Process Control program to improve raw material yield by 5% to save more than $5MM per year
• Developed an Operator Basic Care route for all critical equipment for the Glue Lines
• The program was later adopted by the entire plant
• Improved machine performance 8% compared to previous year
• Created and initiated Statistical Process Control program to improve raw material yield by 5% to save more than $5MM per year.

Accountable for process optimization and equipment reliability improvements for the Cleveland facility

Key Achievements:

• Performed detailed data analysis to implement improvement actions across the plant
• By performing A3 methods, reduced scrap of veneer at the Green End caused by folding mechanism
• Reduced scrap rate by 80%.