Herman Vinoya: in Noveleta, 40

(knit shirts, jackets, children's wear, lingerie) General Manager South Vietnam facilities, May 2018 - July 2019 • Undertook expansion activities to include woven apparel in the company • Acquired Victoria's Secret Account for the company • Implemented procedures, processes and structure for total moisture control which became a model for VS factories in South Vietnam • Adapted quick change procedures & organizational structures to determine in advance of production, necessary work aids, equipment, & engineering activities to help reduce set up times and production cycle times.

November 2017 to April 2018 • Focus is to meet the sport performance apparel needs of men's, women's, and youth consumers in the uniform, and school and team markets. • Manufacturing process is monitored from inception through to completion, and analyze the process to determine whether to use the supplier again or seek out higher quality or more cost-effective providers. • Confirm the terms of all contracts, licenses, insurance and liability agreements for each source being used.

(bags, wallets) • Formed and led cross functional technical & continuous improvement team composed of work study, technicians, pattern makers and PD , reducing defect levels enabling expansion of the company's Tarlac facilities by 25% and Bataan facility by 2.5% • Regular direct interface with customers to determine required quality requirements and design intent prior to production run, provide quality assurance information to all production units & ensure customer satisfaction at product completion.

Director - Manufacturing Development, concurrent GM South Vietnam facilities, April 2015 - June 2016 (knits, woven shirts, jackets, polo shirts) As Director of Manufacturing Development: • Led the continuous improvement, productivity & quality improvement teams. Drive improvements via performance measurement, 5S, visual management, standard work, TPM, and other relevant tools. Develop monthly labor and production forecasts with input from production planning. • Led focus group on manufacturing methods which resulting in on-time improvement of 20% As General Manager of South Vietnam Facilities: • Defined new standard operations procedures, company policies, and introduced and led the project management team to yield a decrease in overall quality non-compliance. • Adapted new production planning matrix and structure to determine in advance of production, necessary completion dates for all pre-production , engineering activities to help reduce set up times • Designed, trained, and implemented a 5S auditing system to improve plant organization and housekeeping. Phael Confeccoes Ltda., Auriflama Industrial Estate, Sao Paulo, Brazil (swimwear. Track suits, men's trunks, football replicas, lingerie)

• Saved 15% on material costs through improved utilization & implementation of effective material receipt and inspection procedures. • Developed procedures for all operational functions and introduced 'Right First Time' concept of quality control and corresponding systems as part of a new quality assurance program. • Organized training programs for quality control and work study personnel based on operational needs • Led the company's expansion through new product lines in football and active lifestyle shirts Tecnotextil Confeccoes Ltda., Tres Pontas, Minas Gerais, Brazil (Track suits, men's trunks, football replicas, women's woven wear)

Advanced and transferred to the company's facilities in Ayutthaya, Thailand to manage and oversee multiple functions and activities including regional purchasing and logistics operations, Ayutthaya manufacturing facilities and full budgeting responsibilities within assigned area and monthly P/L reviews. • Established plant performance standards to measure results; i.e., safety, quality, delivery, inventory process management, budgets, cost control, capital projects, and operating efficiency. • Maintained technical knowledge of all products, including production facilities' capabilities and limitations, product cost and quality standards. Responded to sales inquiries regarding manufacturing, specifications, qualities. Provided continuing guidance to operations on product quality, product modifications and specifications stipulated by the customer and/or Headquarters. • Improved inventory integrity by defining SOPs for all outbound product flow, devising clear logistic strategies with effective procedures and processes as well as providing an optimal structure to deliver the required service levels in the most cost efficient manner. B. Project Manager Shenzhen, China Tasked to evaluate and establish an integrated Product Development division, and execute all aspects of proposed strategic plan from customer design concepts to factory production. • Establish common metrics and procedures for measuring product development project milestones and performance e.g., on-time development, hit ratio or number of samples produced that have been turned into actual orders from customers. • Developed a highly efficient product development infrastructure that supports a high degree of collaboration, control, across a distributed environment of Merchandising, Product development, Quality control, Costing, and other business functions as well as external supply, and service partners.

Senior executive with full responsibility for the strategic planning, operations management, project development, customer service and production for the apparel division of a vertically integrated company. • Introduced customer focus to a production driven firm, established cross functional management teams to assess manufacturing capacity as against potential market. • Identified and eliminated top causes of slow moving inventory resulting in 35% defect reduction. Drove Product inventory reduction by 20% resulting in $1.5M savings in one year. • Enabled quicker response times to customer need and delivery schedules by playing a pivotal role in article and prototype development, which was instrumental in supporting product design for manufacturing.

Senior executive with full responsibility for the planning, directing, and organizing of plant operations to ensure maximum efficiency and effectiveness of plant systems. Led production staff in high tech, high volume facility and streamlined processes to impact on service quality and financials. • Significantly increased production levels from a start-up of 2.5M units annually to 15M units • Defined and provided sewing parameters for electronic programs of automated sewing machines through coordinated efforts of pattern makers, technicians, mechanics, and quality manager. • Achieved a significant improvement in product quality through quality training programs that reduced repair rate from 18% to 3%, and reduced cycle time by way of WIP controls.

Directed and managed all apparel production, material sourcing and testing, and quality assurance team. Responsibilities of the position included development and execution of quality assurance programs for continuous product improvement, development of organizational structure and ensure consistent application of manufacturing policies and procedures. • Effectively setup and managed a Technical Services team composed of industrial engineers, production technicians and product development staff. • Increased production output from 35,000 units per day to 60,000 units through introduction of JIT principles of WIP controls, distribution and order quantity management. • Redesigned and implemented quality control systems and procedures to include raw material inspection and final audit processes. Improved quality effectiveness of factory to an average repair level of 1.35% and seconds rate of 0.97% through the application of "Right First Time" activities. • Initiated technical training courses for staff to reinforce quality control procedures. • Designed and implemented product safety guidelines consistent with industry requirements and general safety guidelines. Formed management and labor committees to handle health, safety and cleanliness issues of the factory

Full responsibility for operations management, strategic planning, and customer service. Responsibilities included quality control, import-export management, inventory management, order management, personnel selection, training and development. • Reduced late customer shipments by 60% by implementing different shift structure and improve order management. Improved productivity by implementing visual management system for tracking performance against goals and highlighting problem areas for improvement. • Managed the expansion project of the company from site selection to personnel selection, training and development. Designed facilities and implemented all processes, procedures and standards. • Effectively managed manufacturing operations of two factories. Implemented logistics procedures and manufacturing planning system to effectively coordinate activities of both factories and improve schedule accuracy.

January 1985 - November 1989 Wynner Garments Manufacturing Inc. Mandaluyong, Philippines (jeans, jacket, woven shirts, sports apparel)

Philippines (jeans, jacket, woven shirts, sports apparel)