Javier Figueroa

763.218.5417 https://www.linkedin.com/in/jfigueroa01 XBJF01@GMAIL.COM
• Strategic business unit leader with experience in Engineering, Operations, Maintenance Reliability, New Product Development and
Commercialization. Spanning the Rubber, Construction and Food industries.
• My strength is creating differential value for the business leveraging my three key areas of knowledge: Engineering, Operations
Excellence and Processes Improvement.
• I use my experience and knowledge to transform existing manufacturing systems and culture to deliver results that exceed
operational performance targets and yield measurable outcomes.
• Success is achieved through collaborative partnering and a shared value by taking honest and calculated risk.
• Currently interested in taking my career to a greater challenge as a Plant Manager, Engineering Director or Director of Operations.
• Operations management • Product development • Industrial engineering • Engineering Management
• Leadership development • Problem solving • Rubber manufacturing • Total Productive Maintenance
• Strategic planning • Process streamline • Food manufacturing • Equipment and process design
• Commercialization • Continuous Improvement and
Lean Manufacturing
• International operations • Capital planning and execution
Best Maid Cookie Company. River Falls, WI. 9 / 2015 – 1/2016
Plant Manager
• Provide leadership for all aspects of plant operation ensuring safety, quality and performance.
• Led the creation of four key strategies for plant performance improvement:
o Safety Improvement Plan designed to drive 25% TIR reduction in an annual base.
o Long range capital plan encompassing cost improvement projects.
o Proactive planning for staffing based on volume demand forecast.
o Deployment processes streamline.
General Mills, Minneapolis, MN 1999 – 2015
Sr. Operations Manager – Minneapolis Corporate Office, MN (2013 – 2015)
• Member of a corporate operations center of excellence intended to: Create and improve company wide functional capability,
lead and execute large cross divisional initiatives and create disruptive cost savings actionable plans.
• As a member of the strategic supply chain team, I coached business units and integrated supply chain leaders throughout the
business planning process to identify and capitalize accretive value initiatives enabling margin expansion, improved quality and
• Main accomplishments: Identified $4.5MM of incremental savings by leveraging the international network, best practices and
proven processes from Argentina.
• Program manager responsible for relocating 6 MM cases from one west coast facility to five recipient plants generating $8MM
in savings coming from supply chain synergies.
• Startup program manager for launching 10 MM cases of new product for the Fiber One and Old el Paso brands delivering
programs in schedule, service, quality and cost as planned.
Business Operations Manager – Minneapolis Corporate Office (2009 – 2013)
• Member of the Old El Paso Business Leadership Team accountable for developing and leading the integrated supply chain
strategy to support business priorities and growth. I set up expectations and goals for the plants operational performance and
productivity. I provided direction for capital planning and asset deployment to support the long range business plan for growth.
• During four years I managed a $200 MM COGS annual budget for an international operation based in 12 plants. I provided
strategic direction to the R&D, Engineering, Procurement and Logistics teams to achieve world class safety, quality, technical
insulation and competitive cost.
• Main accomplishments: Lead the manufacturing team to create and execute a “zero capital plan” intended to support the launch
of three new product platforms resulting in 1MM cases of top line volume. This strategy was fueled with the creation of internal
capacity by leveraging continuous improvement and lean along with managing contract manufacturing vendors as needed.
• Led the manufacturing network consolidation form12 to nine plants across two countries creating $3.6 MM of savings.
• Drove business operations delivering the following metrics: Order Fulfillment exceeded 99%, Productivity exceeded the goal by
12% resulting in $28MM in a three-year time frame, 15% incremental capacity by leveraging lean and CI at plants.
763.218.5417 https://www.linkedin.com/in/jfigueroa01 XBJF01@GMAIL.COM
Operations Manager, Belvidere, IL (2007 – 2009)
• Accountable for 20 Million cases, 8 direct reports, 300 operation employees, all performance metrics, leadership development,
hiring, training, safety and the continuous improvement actionable plan.
• I led the plant operations team to create and execute a comprehensive plan to sustain manufacturing performance and retain
know-how during the largest plant expansion with no impact on safety, service, cost and quality despite of a 42% of talent
migration driven by the plant growth.
• Managed the operations team during the implementation of $5 MM in capital for packaging automation with a one-year
productivity payback.
• Directed the production and maintenance teams driving 5% of increased capacity at no cost by leveraging CI and lean
• Lead the USDA plant certification for frozen meat handling resulting in $1.4MM of COGS reduction.
Engineering Manager, Irapuato, Mexico (1999 – 2007)
• Responsible for strategy and execution of the engineering, maintenance and refrigeration functions.
• Manage a multidisciplinary subject matter expert team composed by eight senior engineers focused on equipment design,
reliability improvements and capital management.
• Coach for the Latin America operations enhancing technical mastery for the Mexico, Venezuela and Argentina teams.
• Key accomplishments: Influenced the plant senior leadership team to embrace and support the implementation of the
continuous improvement program for a 1,000 employee operation resulting in 8% – 10% reduction of maintenance expenses,
10% incremental capacity helping the plant to keep cost flat for a four-year timeframe.
• Managed $25MM in capital projects resulting in $4MM+ of COGS reduction, 12% of system performance improvement, three
new frozen vegetable production lines, 1% of safety total injury rate reduction along with creating proprietary technology
enabling manufacturing competitive advantage.
• Influenced plant and business unit leaders to re-scope a growth capital proposition resulting in $10MM in capital avoidance.
Kerry Ingredients, Irapuato, Mexico 1997 – 1999
Engineering Manager
• Responsible for leading project teams to meet customer expectations, with ultimate responsibility for on-time and in-budget
• Manage maintenance operations, facilities, stock room and HSE.
• Implemented and led a strategy to improve plant performance via equipment reliability and increased technical mastery for
maintenance and operations resulting in 8% incremental capacity, improved quality and reduced cost per case.
• Managed five growth capital projects expanding plant capacity and capability.
Fresport, Irapuato, México 1994-1997
Project Manager / Maintenance Manager
• Project Manager for a “Green-Field” new facility for vegetables dry ingredients.
• Support the project throughout its entire lifecycle.
• Managed the creation of the new Maintenance Team leading with a “proactive versus reactive maintenance” culture.
Productos de Hule Jeannette, León, México 1992 – 1993
Plant Manager
• Provide leadership for strategy and execution for a shoe sole operation with accountability of plant P&L, performance quality
and safety metrics.
• Plant performance and Operational Culture were improved by the implementation of four strategies: Quality assurance
program, Equipment reliability, ERP implementation and New incentive program.
• Bachelor Degree in Mechanical Engineering. Major in Operations Management and Equipment Design | Instituto
Tecnológico de Celaya, Mexico.
• Mini MBA | University of St. Thomas, Minneapolis, MN.
• The 2005 Architect award; Meals Division (Results).
• The 2008 Spirit award; Meals Division, (Leadership).

  • Updated 7 years ago

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