Paul Emerito Lumapas

• Has supervised the following lines: Glass Run Channel, Secondary Operations and Extrusion with Team Members ranging from 20 to 50 heads
• Does daily manpower and resource planning based on the schedule provided
• Promotes and monitors the quality and productivity output of the Team Members. These deliverables involve performance audit and individual assessment including counseling and coaching and continuous improvement implementation
• Trained staff of direct labor employees to perform assembly and manufacture of specified products.
• Works on Quality processes aligned to ISO/TS16949 requirements
• Prepared in advance for and addressed production problems, material deficits, equipment failures, and unavoidable delays.
• Evaluated existing production processes and identified areas for improvement.

• Kept work areas clean, organized, and safe to promote efficiency and team safety.
• Assembled production parts with high degree of accuracy and precision using hand and power tools.
• Worked different stations to provide optimal coverage and meet production goals.

• Managed 3 sections with key support to overall operations and profitability:

- Customer Development and Opportunity Creation

- Business Process Improvement – Center of Excellence

- Facilities and General Services Engineering

• Managed the setup of a new work facility for EMS that will cater to the expanding process subcontracting business – Total Cost $20,000, 1 month leadtime
• Managed the Training Department for new skills acquisition, maintenance and cross training. Achieved 1 month leadtime from training to deployment.
• Setup Business Development and Process Improvement Department for the development of new revenue streams and maximization of available resources
• Manpower Service Provider serving Electronics and Automotive Industries

• Expanded services of own tailoring business to cater to new market segment - sportswear
• Continued management of two personal businesses: Clean Kong Laundry Services and P1 Real Estate Lessor

• Led in the transfer of plating capability from China to the Timex Philippines facility Total project cost of $1M with a 2 year leadtime.
• Does the horizontal and vertical coordination activities to ensure full stakeholder cooperation (Strategic and Operational Stakeholders)
• Setup process documentation and procedures, FMEA and Control Plan
• Recruited, interviewed and hired employees and implemented mentoring program to promote positive feedback and engagement. Hired 2 Section Managers, 1 Planning Engineer, 1 Production Engineer and 50 Production Associates for the startup.
• Develop Quality and Process audit for the facility
• Achieve full plating capability by 2017 and mass production at the start of 2018

• Manages Continuous Improvement (Lean Six Sigma), Quality Management System and Project Management utilizing 2 Blackbelts, 1 QMS Engineers and 3 Project Engineers.
• Delivered required savings through continuous improvement initiatives, localization and internalization projects. Total cumulative savings from 2011 to 2016 was $1.3M
• Designed and acted as one of the instructors for Quality Circle, Yellow Belt and Green Belt Training
• Organized continuous improvement activities such as waste walk, value stream mapping, project review and presentation and Continuous Improvement Week
• Formulated the annual roadmap for Lean Six Sigma Program
• Administrator of the Quality Management System of the Company
• Formulated the annual Internal Quality Audit Plan for the entire Company
• Continuously updated the QMS based on the dynamic needs of the business
• Maintained the Quality Manual, QMS Site and Quality Documents
• Achieved ISO 9001 Certification in 2018 with zero major non conformance
• Led local and inter-affiliate functional groups for major projects (Internalization, Value Engineering, Component Simplification and Localization) that are visible at the corporate level:
• Major project includes the capability build and full operation of the Injection Molding Section – total project cost $400,000 with 1 year leadtime; resourcing of parts from China to India – total estimated savings at $400,000
• Developed automotive industry QMS standards such as Advance Quality Planning (AQP), Production Run at Rate, Production Part Approval Process and Customer Buy Off, Things Gone Wrong / Things Gone Right Discussion to be used in the company. This served as a precursor to implementing the QS9000 standards.
• Employed project management tools such as Gantt Chart, Critical Path and MS Project
• Responsible for providing Lean Six Sigma, QMS and Project Management inputs to management for critical decision making purposes (Project Hopper / Funneling activities)

- Improved the scheduling system (job, manpower, equipment) by aligning resource planning activities with that of the actual production scenario and capability – leadtime reduction streamlined from 5 days to 3 days

- Implemented regular Resource Planning meeting together with the 3 Resource Planners for all stakeholders to align production plan and priorities.

- Managed a major section of the company’s production department with 5 Supervisors and 300 employees

- Introduced Value Stream Mapping as a process improvement tool to cut production leadtimes

- Implemented lean concepts to eliminate wastes, improve process flow and reduce processing lead time – projects include visual standards, andon type signals, process relayout

- Acquired Blackbelt Certification from Lear Six Sigma Academy

- Completed 7 Lean Six Sigma Projects - total project savings of $50,000

- Assigned as Continuous Improvement Coordinator handling Blackbelts and Manufacturing Project Teams

- Initiated Lean Manufacturing activities in the capacity as Lean Expert to further streamline the process in the shop floor

- Start up Quality Assurance Engineer during the setup of a new plant capability: transfer of Smart and Electrical Junction Boxes from Spain to the Philippines

- Formulated the quality requirements, checklist, FMEA, Control Plan and PPAP for the new production process

- Implemented the Quality Assurance function: Product review; PPAP documentation; Control Plan formulation

- Supervised 20 Quality Control Inspectors in the finishing process

- Quality Supplier representative for customer complaints; generates report using 8D

- Conducted Quality Meetings and formulated presentation for Quality Assurance visits

- Supervised team of 50 to 100 production associates, overseeing productive production processes and meeting all assembly turn in schedule.

- Led the production operators in setting goals and objectives in terms of safety, housekeeping, quality, efficiency, attendance, scrap cost and improvement ideas

- Coordinated with production support departments to resolve material, engineering and quality issues.