CI Manager

Visionary leader with expertise in transformational initiatives. Strong expertise kickstarting CI strategies in TPM and Lean Six Sigma. Integrator of process driven methodologies into daily operational execution that deliver turnaround cultural and business results.

May 2015 - Present
Responsible for all aspects of operations in packaging, processing, and production scheduling. Led site operations on turn-around culture of change and continuous improvement. Established TPM foundational elements as CI Manager and accountable to deliver results through system execution as Operations Manager. Teamster workforce. Production of dairy and plant-based products, regulated by FDA, and state agencies.

• Own all production related KPI's, responsible for production, efficiency, and cost targets. Develop and meet budgets for the operations groups. Achieve conversion cost goals to control and reduce waste in line with budget and projections. Develop and execute departmental plans in order to achieve site objectives
• Improved plant OE from 42% to 52% over 3 years, most significant improvement in 2019 from 46% to 52% OE; drove plant annual operational scrap from $2.4MM to $1.2MM and delivered $3.6MM in productivity
• Site delivered highest customer fill rate of 98% in 2019 due to consistent operation. Established proactive communication protocols for prioritization of key customer accounts and promotions. Strengthen strategic partnerships with corporate planning and S&OP groups to build accurate capacity models, increase supply planning accuracy to improve customer fill rates.
• Lead Autonomous Maintenance pillar for site and gained recognition as network benchmark; implemented AM steps 1 through 3 across 10 production lines and processing areas

Site Operations Manager

• Led Continuous Improvement and Learning & Development departments. Managed 6 direct reports to newly created roles in both departments. Owned TPM implementation and CI strategy execution at the plant. Managed plant productivity pipeline to deliver 3% annual savings and OE improvement
• Facilitated site creation of 3-year CBN and led yearly master planning sessions, created site scorecard and cascaded to 3 Business Units; gained alignment for yearly objectives and created cross-functional collaboration
• Coached and mentored Plant Leadership Team on daily basis to follow Daily Management systems, support BU teams through Servant Leadership to create HPO teams, followed Leader Standard Work systems and tools to enable repeatable results
• Identify, participate, and lead continuous improvement initiatives throughout the value stream that will improve efficiency, product quality, process effectiveness, and ultimately drive consistent operations
• Created a culture which prioritized learning and employed change management practices, this was done through a standard training structure and formal train-the-trainer program, 20+ union hourly trainers have since joined this group

Continuous Improvement Manager

• TPM champion at Fullerton site. Responsible for setting strategic course for program expansion which includes establishing the following: 11-Pillar leadership structure, 7 new Daily Management Systems (DMS), apply Universal Problem Solving, and capability building glide-path for front-line associates in order to have 100% equipment ownership.
• Successful implementation of PDCA cycle to drive daily loss elimination, resulting in increased product output on model line by 33%, 50% reduction of stops, and 8% increase to global efficiency.
• Increased product output by 25% for a production line that made 6 different SKU's by leading cross-functional team to increase equipment reliability, reducing stops from 80 stops per shift to less than 40; reduced change-overs from 30 to 15 minutes; reduced packaging material waste by 10%, resulting in overall annual savings of $210,000.
• Implemented plant's first in-process weight control program across four production lines. Annualized savings + $2 Million over 4 years. Reduced variation of Nacho Cheese weight and used SPC concepts to set run-rules that define frequency of weight inspections and standardized weight adjustments.
• Certified plant's first 3 sigma line reducing Defects per Million Opportunities to 48,000, yielding 25% higher case output, resulting in $1 million savings YTD from increased equipment availability and reduction of raw/pack waste.
• Led the implementation of Lean Six Sigma concepts and educated personnel by facilitating activities with high level of employee engagement such as green belt and while belt training, Kaizen, Five S for shop floor, and driving accountability through the use of performance metrics such as OEE, availability and waste.

Production Supervision	August 2008 - July 2009
• Supervised 150 union hourly production employees. Responsible for seven production lines on weekend shift - met daily KPIs and ensured accurate staffing of lines.

Continuous Improvement Engineer

Process Engineer

Find out detailed information about Adalberto Lopez, CI Manager in Chino Hills, CA

Adalberto Lopez: CI Manager in Chino Hills, CA

Adalberto Lopez

Danone North America

Danone North America

Danone North America

Kraft Foods Inc

Sierra Concrete

California State University

University of California, Berkeley