PHILLIP A. TAPIA, JR.

925.667.6459 tapia6280@gmail.com
www.linkedin.com/in/PhillipTapia
Lean Six Sigma Black Belt, Equipment Engineering Manager with comprehensive Injection Molding,
Automation and Automotive Systems knowledge, skills and experience. Innovative, interpersonal
team builder who utilizes strong analytical and practical application of Manufacturing / Process
engineering with keen attention to detail. Manages high priority, high visibility and deadline driven
projects without compromising quality, resulting in career savings of over $38m dollars in diverse
manufacturing operations looking for an opportunity to help build continuous efficiency in your
company.
Lean Six Sigma Manufacturing
Medical Device Manufacturing
Project Engineering Management
Operations Streamlining
Process Reengineering
Cross-Functional Team Leadership
Needs Assessment & Workflow
Analysis

Strategic Planning
Capital Improvement
Automation
Problem Solving
Capability Studies
Cost Savings
FDA, AIB & OSHA Compliance
Management

Change Management
Budget Planning
Equipment Procurement
Quality Control
Team Building
Statistical Process Control
CMMS Database
Management

Proven track record and knowledge of: inventory reduction, reduced production costs, increased
equipment and process efficiencies that provide increased customer satisfaction. Leverages Lean
Six Sigma Black Belt and skills to boost process improvement, reliability and sustainable results.
Executes factory automation and expansion projects with limited resources and personnel.
Possesses exceptional interpersonal, listening, communication, training and presentation skills.
Effectively communicates company vision and customer requirements to production teams,
technical engineering staffs and executive groups. Cross-functional team leader and mentor.

Professional Experience
TESLA MOTORS FREMONT, CALIFORNIA
2014 - Present
Equipment Maintenance Manager - Body in White
Manages complex automated Body in White Maintenance (BIW) Team and Operation.
Collaborated with engineering teams on development of new automotive assembly lines to
accommodate new all electric vehicle models.
Managed, evaluated, hired and trained 12 new Maintenance Technicians for a total of 36
with 2 Supervisors that enabled BIW to move to a 24/7 operation
Optimized equipment performance to improve and facilitate a 33% increase in equipment
OEE resulting in record production
Managed Critical Spares Department growth by dedicating key personnel to evaluate all
assets, define parts gaps, critical inventory and min and max inventory resulting in 0
hours lost on the production line
Implemented first CMMS system to streamline routine maintenance and repair cycles.
CMMS data used to define MTTR and MTBF by cycles/hours to allow predictive repairs
Developed skills based matrix to facilitate common understanding of technical
requirements for increasing skill level
Increased training hours from zero to 20 - 30 team hours per week
Facilitated KUKA robotics training for 7 technicians in Robotic ARC welding, electrical,
mechanical and basic operation

Resume

Completed re-level, shift realignment of Maintenance Technicians based on skill set

evaluations, capability and capacity
Implemented Individual Personal Growth Plan to supplement plan to our current process
INTRALOX L.L.C. HARAHAN, LOUISIANA
2012 - 2014
Global Manufacturing Maintenance Manager
Developed and executed change management strategies and initiatives. Fostered growing
technical partnerships with Internal Manufacturing Engineering Groups and external vendors.
Supported Plastics Engineering, Assembly and Production Groups.

Oversaw two injection molding manufacturing facilities with 164 injection molding
machines plus support equipment while scheduled run hours increased by 32% or 22,437
hours

Introduced visual OEE concepts which led to 8-15 % increase in OEE across plant

Implemented first 24/7, 4 shift coverage by load leveling Technicians by

capacity/capability

Executed first sustainable 5s exercise in Maintenance Technician work area

Managed and trained and increased skillset for 29 person Global Maintenance Operation

Managed 60% turnover with 16% less people resulting in:

Reduced equipment downtime 7% while adding 14 injection molding machines in two

plants

Increased project capacity by 18% while reducing PM back log by 60%

Increased training hours by 12% and reduced over time by 11%

CARLISLE FOOD SERVICE PRODUCTS OKC, OKLAHOMA
2010 - 2012
Technical Services Manager
Managed 44 technical staff in complex multivariate Molding Operation. Promoted from
Maintenance Manager to Technical Services Manager after first 9 months which absorbed
responsibilities over Mold Shop and Injection Molding Process Technicians.

Reduced equipment downtime by 67% in the first 6 months

Frontline support for Kaizen and Sigma events

Implemented 5s and trained technical staff in lean strategies at floor level

Saved $428k in cycle time improvements, labor utilization and inventory

Reduced maintenance staffing by 35% while increasing equipment uptime

Responsible for $3.1 million facilities plant improvement projects

Spearheaded process and quality process improvements for technical staff

Implemented $4.1 million equipment and material systems additions and improvements
FRESENIUS MEDICAL CARE OF NORTH AMERICA OGDEN, UTAH
2004 - 2010
Molding Maintenance Supervisor
Improve, Margins, Productivity, Accountability and Quality (I.M.P.A.Q.) Leader (Black Belt)
Managed maintenance of 47 injection-molding machines and support systems. Organized
interdepartmental and cross-functional initiatives. Spearheaded plant-wide technical improvement
projects. Coordinated molding equipment automation and retrofitting. Controlled million dollar
project budgets. Managed key vendor relationships. Developed training and OSHA programs for 8
maintenance technicians.

Saved $7.5M over 5.75 years via molding process improvements

Reduced downtime 45% in first year

Slashed 45 day inventory by 1/3 by implementing inventory pull system

Increased production capacity 60% through 2 major molding room expansions

Resume

Reduced staffing by 58% over 5 years through, automation, process mapping and load
leveling

Selected from over 1,500 employees for Lean Six Sigma Black Belt Training

Mentored three Lean Six Sigma Green Belt candidates

Honored with 5 Corporate Excellence Awards added bonuses and promotions

HUSKY INJECTION MOLDING SYSTEMS BOLTON, CANADA
2003 - 2004
Field Service Engineer Western Region
WOODRELL PROJECT MANAGEMENT WEST HILLS, CALIFORNIA
Field Service Engineer Western Region

2002 - 2003

CINCINNATI MILACRON CINCINNATI, OHIO

Field Service Engineer Western Region

1995 - 2002

UNITED STATES ARMY OKLAHOMA, GERMANY, TEXAS

1993 - 1987
Reconnaissance Sergeant, Squad Leader, Multiple Launch Rocket System (MLRS) Track
Commander, Gunner, Driver and Platoon MLRS S-8 Field Mechanic
INTERESTS
Scout Committee Chairman Troop #919 San Francisco Bay Area Council
Scoutmaster Troop #3245 Southeast Louisiana Council
EDUCATION
Bachelor of Science Business and Organizational Innovation
University of Phoenix 2017
CERTIFICATIONS
Eagle Scout
Lean Six Sigma Black Belt (BMGi)
Six Sigma Green Belt
Interaction Management Excellence Program
Pacific Institute Interaction Management
RJG System 1 Decoupled

Resume