LOUIS GAMBOADirector of Operations

Professional profile

Profit driven professional with strong business qualifications. Expertise in developing and executing actionable strategies to deliver cost optimization and operational enhancements to maximize bottom line profitability

“Hands On” leadership to synchronize Sales, Operational planning, Manufacturing, Warehouse and Logistics effectiveness to enhance Brand equity and Customer Satisfaction.

Leading with discipline, commitment and dedication; creating a strong team environment for the successful execution of plans and strategies

Professional Profile

Leadership and discipline to create and sustain a culture of Quality Improvements and Operational excellence

Promotes Data Driven Management, focused on accurate Key Performance Indicators

Lean Six Sigma practices to improve Quality, eliminate waste and non-value add activities.

LSS Inventory applications to verify stock valuation and cycle count accuracy

Effective, competitive Logistics Management

Professional Profile

Imported from China a very complex Plastic Manufacturing Operation: Close Molding Infusion for Dinghy Foils and Rotational Molding line for entire plastic hulls

Coordinated and incorporated these new Production Lines to existing Mfg. Operations. Created 40 new Jobs in USA

Synchronized existing Manufacturing Operations in Rhode Island with new Warehouse and Distribution center in Daytona Beach, FL

Introduced Process Improvements, New Sourcing and Cost Saving initiatives, to achieve a profitable product at a competitive price

Completed the integration process in one year with a positive budget variance of $1.2 Million

Measurable Results: Laser Performance (MacLaren Group)

The Goal was to transform 50 years of declining, under-performing business culture and practices with a comprehensive Lean Six Sigma strategy to make the business profitable in less than 2 years

Kingspan Group (Morin Corporation

and LSI)

Antiquated and very complex Business Processes, model and culture Excessive Paperwork and Approvals. Poor Communication Non value add activities. Equipment and Labor Waste Poor quality, Long Lead Times, Overproduction, Excessive Inventory “Just in Case” Logic for Poor Quality Unbalance workload. Non-level scheduling Long Changeover processes. Excessive Scrap Poor Workplace organization and Housekeeping. Inconsistent Processes and Work Methods Weak Process controls and Poor Quality Methods NOT Understanding Customer Needs NOT Understanding the Cost of Material Waste Deficient Planned Maintenance Poor Relationship with Suppliers Poor Understanding of Production Process Flow

Challenges at Kingspan Group (Morin Corporation and Lighting Services Inc.)

Before LSS deployment

Acquired working knowledge of business. Understood the business

Validated Critical Business Measures (KPI’s) previous to deployment

Identified the most critical, priority areas for improvements

Developed the primary high level strategy and estimated budget

Communicated clearly and extensively reinforcing the importance and full commitment to the new Lean Six Sigma Strategy

Assembled a high performing Team for the systematic execution of strategies, plans and practices with tenacity and discipline

Coordinated Lean 6S training and organized several Kaizen events for developing, budgeting and deployment of the L6S turnaround Strategy

Coordinated the three core processes: Strategy, Operations and People

Identified potential obstacles and created mitigation strategies Recommended a set of next steps to expand L6S strategy accordingly Introduced strict Budget control and spending management measures Coordinated the participation of Major Suppliers in developing Just in Time

Procurement Strategy

Kingspan Group (Morin Corporation and LSI) Lean Six Sigma Deployment Strategy

Streamlined the order entry/work order/ production process Synchronizing sales, planning, procurements, engineering, quality, manufacturing, logistics and shipping. Achieving 40% reduction on lead times in one year

Reduced the value of Quality claims from 4.5% to 1.7% of sales, ($2.5M savings per year on provisions for warranty claims). By Improving QC/QA processes, intensive training, effective corrective actions and performance accountability

Process Improvements, changeovers, preventive maintenance and intensive training, resulted in $3.7M per year in savings from scrap reductions and Manufacturing efficiency

Quality, Efficiency, Reliability and Logistics improvements resulted in 20%+ additional capacity. Promoted a new marketing strategy, increasing Sales: 15% organic growth of existing market and 3% increase of nationwide market share

Kingspan Group (Morin Corporation and LSI)Lean Six Sigma Strategy. Results:

Kingspan Group (Morin Corporation and LSI) New Projects

Promoted Value Stream, Kaizen and Lean Six Sigma initiatives focusing on process improvements, data integrity, superior quality

and sustainable cost reductions Coordinated and organized Kaizen events with multiple levels of

participation to improve quality in Gold and Platinum castings

The acquisition of recommended new casting equipment, process control and new suppliers, we achieved 95.5% first pass efficiency in 180 days

Significant yearly savings on scrap reductions, refining charges, rework labor and supply chain savings

Kaizen events for the acquisition of new, automated Mass Finish process equipment utilizing innovative medias and environmental-friendly chemicals to greatly reduce the labor intense polishing process on chains, bracelets and other intricate pieces of jewelry

Delivered results above target for more than $1M annual savings and positive ROI on new Mass Finish equipment

Tiffany & Co. / Lean Implementation

Leading a cost saving project, I coordinated the research, due diligences, negotiations and qualification processes for outsourcing labor intensive hand-polishing operations from manufacturing facilities in RI and NY to low-cost manufacturers in Mexico

Negotiated intricate service level agreements, monitoring and auditing parameters (KPI’s), to maintain strict Tiffany’s quality standards, OTD and “made in USA" status

In effect since 2006, these contracts still convey more than $1.5M in cost savings annually

Tiffany & Co. Hand Polishing Outsourcing Project

Lighting Services Inc. (Kingspan Group, 2009). With the CFO and Purchasing Manager we negotiated $12M in new agreements with manufacturers suppliers of aluminum parts for lighting fixtures, ballast and LED lights in Hangzhou and Shanghai

Kingspan Group (2011) Guangzhou, with Engineering Manager and CFO, we negotiated $7M contracts for acquisition of customized metal roll forming equipment for operations in USA, delivered in 2012 and 2013

Laser Performance (2013). With Engineering Manager we finalized and execute the relocation of 2 Manufacturing facilities ($2.5M) from Hong Kong to Portsmouth, Rhode Island

Experience negotiating in China