JOBS DONE
The jobs in this list are selected examples of the work LUIS MOLINA delivers.
With some exceptions, completion time-frames and other measurements of
goals are omitted for brevity.
The jobs in blue are services rendered in our three areas of Special Services.
Go to the Special Services page to see our special services listed.
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(4) In a complex manufacturing company, organize more effective (stronger
and more motivated) teams in (a) manufacturing management, (b) packing
and shipping, and (c) equipment setting up and maintenance for constantly
changing products.
(5) Make three several-years-old manufacturing plants reach their production
volume records in less than three months, without overtime. The three plant
managers were excellent and efficiency was very good for two of the three plants, but
it increased substantially for the three plants -7%, 11% and 26% respectively.
(6) Design a project for optimization of use of floor space. Cost reduction
was US $ 3.3 million per year, with an investment payback period of less
than nine months.
(7) Define and induce improved expectations for more challenging goals
in efficiency, employee turnover and other basic manufacturing factors.
(8) With emphasis on one plant, promote discipline and enthusiasm and guide
the staff to focus on priorities, which resulted in a stable delivery of scheduled
production.
(9) Recruit and provide leadership to a large management staff and to key
supervisory, technical and administrative staff. These persons integrated
as teams of responsible persons, eager and capable of carrying out very
profitable operations.
(10) Supervise the construction and equipping of several manufacturing and
administrative facilities, expediting several phases and proposing design
changes which improved functionality of the facilities. Also, manage this new
manufacturing division -a US $ 87 million investment.
(11) Exceed budget goals, for several apparel manufacturing facilities -in rate of
operator increase, efficiency, worked hours, units produced and other indicators;
in spite of a labor market characterized by full employment, very high employee
turnover and tough competition with long established non-apparel companies.
(12) Establish second shift operations early in the development of a cutting and
laundry divisional complex and begin third shifts. Achieve cutting and finishing
autonomy -ending need for outside divisional assistance in just a few months.
(13) Manage to secure the following for a jeans sewing plant:
- More-than-average speed of operator buildup
- Making flexibility feasible, with 27 production units and 68 styles daily
- Less than average level of finishing repairs
- High employee satisfaction. Employee turnover was decreased from
85% to a 40% in one year, in spite of full-employment labor market
- Setting initial conditions for reaching top efficiency in three years
from start of operations
- Creating the basis for the development of a strong supervisory team
- Making the mechanical staff to achieve long-term goals for machine
trouble in just two years
- Reducing cycle time from 4 weeks to 6 days in less than 2 years. Two
days of sew work-in-process (WIP) was achieved.
(14) Plan and implement cost-effective training programs for all business
functions.
(15) Develop an international purchasing department as a model department
and training location.
(16) Make several facilities achieve outstanding results for security and safety
in just one year.
(17) Establish a cost-effective employee benefit program –making it to be
regarded as more attractive than competitors’ in the labor market while
being much less expensive than competitors’.
(18) Design, negotiate and coordinate the creation and development of
optimal outside services - (1) security, (2) cafeterias, (3) medical services,
(4) ground maintenance, (5) employee transportation, and (6) international
and local cargo traffic. Those outside services, in 3 locations and 3 shifts,
soon became mutually satisfactory operations for all involved parties.
(19) Plan and generate extra-savings for about a million dollars per year, within
an US $ 25 million annual budget.
(20) Direct the preparation of annual budgets coordinated for several facilities,
and negotiate the budgets with Corporate Finances.
(21) Deal with Mexican Government agencies on: sales tax (IVA) refunds;
income tax parameters; duties and taxes waiving for importation of construction
items, furniture, equipment and operating supplies; faster customs procedures;
construction permits and technical support (in building a gas pipeline); federal
investment volume incentives; and local and State tax incentives.
(22) Set standards to create a good image in the four communities of operations
of a company, as well as before local, state and federal government agencies.
(23) Create a synchronized shuttle system for optimal trucking of production
flow, between (a) a cutting facility and parts plant, to (b) several assembly
factories and back to (c) the finishing and exportation facility, with facilities
working different numbers of shifts per day and days per week.
(24) Create a system for optimal administrative control and financial reporting
from a US corporation’s first operation overseas.
(25) Develop an overseas operation into a training place for managers,
engineers and other US and foreign personnel.
(26) Hire and substantially contribute to the development of several individuals
expected to become plant managers or functional division managers.
(27) Create the conditions and the management tools that fostered a solid
and permanent culture of quality in two plants, which allowed making them
second to none in world-class quality.
(28) Create conditions for consolidating outstanding performance as a result
of leadership and work in two areas:
-Enthusiasm, responsibility, efficiency and other work ethics of
the personnel
-Enhancement of the best work methods and techniques the
experience of the Company could provide.
(29) Develop permanent results for two manufacturing plants as follows:
- Making of 100% of production schedules, without overtime
- Best quality among several dozens of plants in 4 countries, including
lowest customer returns
- Lowest cost per minute ever in the Corporation
- Top production efficiency, including (1) optimum cycle time –less than 2
days of work in process (WIP) in sewing, (2) 'minimum' cost per standard
dollar (CSD) –negligible machine trouble CSD and no-work CSD, for
example, and (3) constant 103-104% overall manufacturing efficiency
- Best results on surveys of employee satisfaction.
(30) Plan and save several millions of dollars on maritime freight costs, capital
expenditures, warehousing, exchange rates, cash flow management, inventory
controls (including machine parts management) and assets maintenance.
(31) Make the analysis and present the proposals to convince a US
corporation to design and build its first own facility abroad.
(32) Create the concept, lead the design and participate in the supervising
of the construction of a building to be the model for the construction of new
facilities overseas.
(33) Survey and prospect the localization of several manufacturing facilities
in two countries.
(34) Design, test and implement software for optimal machine parts purchasing
and use, with control levels, usage by technician and machine, and other items.
(35) Design, test and implement software for controlling quality with upper
control limits by worker, supervisor, manufacturing areas, and with weekly-
updating of 13-week periods.
(36) Design a system of export-quota visas’ request, issuance, pay and
custom validation, without disrupting export operations for nearly 200
manufacturing plants. Designing a one-page multiple-user form for each
visa request-issuance-pay-validation and faxing between the factories and
the visa-issuing entity were keys for the optimal solution of this problem.
(37) Plan, organize, carry out as the director and report with recommendations
on the first European markets mission of a manufacturers association.
(38) As a response to a nation-wide, 60%-of-time electricity shortage in
Honduras, feared to last 2 years, create a system for allocation of electricity in
order to make each participating company able to operate as many hours as
possible. Also, negotiate implementation with involved parties –18 companies,
Electricity Company, labor unions, banks and public transportation companies.
Our system allowed for 44 hours of work weekly to each participant by working
on Saturdays and Sundays and taking other two days-off, on a 7-week rotatory
basis with the 18 companies in 3 groups. This system was adopted by other
industrial and commercial geographical groups.
(39) Develop the first export project involving three US companies and three
Honduran companies, for a private sector institution financed by the US
Agency for International Development (USAID).
(40) Plan, organize, direct and control five institutional development projects,
including their political and financial viability, for:
- Honduras Exporters Association (ANEXHON)
- Honduran-American Chamber of Commerce (HAMCHAM)
- Chamber of Commerce and Industry of Cortes (CCIC) –including a
proposal which secured financial resources from USAID
- Private Sector Council of Honduras (COHEP), the umbrella private
sector organization in Honduras –including the design and coordination
of a general assembly to reach agreement on organizational changes
that we recommended and were implemented
- Government of Honduras (in export and investment promotion areas)
(41) Elaborate position papers on economic policy, and evaluation of several
projects and studies for ANEXHON, CCIC, COHEP, Government of Honduras
and the USAID.
(42) Advise the Government of Honduras (GOH) on the preparation of
negotiation positions for the 807 system of access levels of textile and
apparel products into the US market.
(43) Lead the preparation of (1) the Export Promotion Law and (2) the
Temporary Import Law, and design implementation mechanisms for both laws.
(44) Participate in designing a scheme for channeling two financial funds in
US dollars and local currency, for export promotion under an USAID's program;
and analyze the problem of pre-investment financing in Honduras.
(45) Advise both private sector and GOH on US regulations of 807 operations.
(46) Advise the GOH and integrate lobbying and negotiation
missions in Washington, D.C., opposing establishment of 807
quotas by the US Trade Representative (USTR). The USTR
desisted on establishing quotas to Honduras -which
facilitated the growth of the Honduran maquila industry.
(47) Evaluate the project for the development of export industrial parks in
Honduras and collaborate in the preparation of the corresponding law and
in the promotion of the project. This project was basis for the development
of the maquila industry in Honduras, which resulted in the simultaneous
operation of about 200 new apparel plants in Honduras.
(48) Provide individual counsel to US companies that established operations
in Honduras.
(49) Participate in providing the country’s counterpart in a Korean prospective
investment mission to Honduras –organizing the discussion of the attractiveness
for foreign investment in Honduras from the management view. This forum
leaded to the establishment of several dozen Korean companies in Honduras.
(50) Lead two investment promotion missions -one to the USA and Mexico
and the other one to Europe.
(51) Design a quantitative procedure for the screening of potential clients of a
US-financed private sector institution.
(52) Analyze the monetary and foreign currency exchange systems. Policy
changes by the GOH allowed the growth of the maquila industry.
(53) Elaborate the first-year work plan of a GOH's agency for foreign
investment promotion.
(54) Integrate several committees and task forces made up by Government
and private sector representatives, and participate in the delegations of
Honduras to several international meetings.
(55) Act as the Country Coordinator of the US Caribbean Basin Initiative. This
included the preparation of Honduras’ request for eligibility, work plan, food
plan, as well as promotional efforts. An important acceleration of the growth
of the economy was registered.
(56) Design policies, strategies and measurements to solve problems
concerning the Country’s supply of petroleum and oil fuels.
(57) Perform financial analysis of the operations of the refinery and distributors
of oil fuels in Honduras and set adequate prices for gasoline, diesel and other
products –as to permit the economy of the Country to continue growing in
difficult times without adding disruption or inflation in the supply of oil fuels
during the second world energy crisis.
(58) Conclude favorable negotiation of contracts with Venezuela which
permitted the supplying of reconstituted petroleum to Honduras.
(59) Coordinate the National Energy Committee which was integrated as an
answer to the second world oil crisis. Duties included:
- International technical and financial cooperation
- Alternate sources of energy and energy conservation
- Organizational and institutional changes in the energy field
- Routinely setting of maximum prices of oil fuels
(60) Perform financial and operational evaluations of companies producing
or distributing products under price control by the GOH and elaborate
recommendations.
(61) Design a special system for the control of prices of medicines during
difficult times in the economy of Honduras, making the control effective
in all the Country in spite of freight costs differentials, while decreasing
negative effects on investment and supply.
(62) Elaborate a study on the effects of price control on the inflation rate
in Honduras.
(63) Perform economic studies in important production sectors
and companies: sugar, cement, transportation, fuels, meat.
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(1) Propose our Scheme for the Progress of Honduras, for plentiful peace
and prosperity for all, by means of ethics and productivity -with two key
elements: economic pragmatism and management excellence.
(2) Per our proposal to the board of directors of a national development
bank, immediately increase by 100% the efficiency of the audit department –in
operations since the 50s; directing and motivating the personnel adequately,
and optimizing elapsed-time coverage and auditing subjects, while increasing
the frequency of audits. This achievement, with no precedent in that bank, also
satisfied the requirements of the national authorities, external to the bank –of
both (a) the controlling institute (TSC) which gave us their maximum grade,
and (b) the banking-policies institute (CNBS) as well.
(3) In three months, increase by more than 50% the yearly quantity of loans
granted by the agricultural national bank of Honduras; since, due to the
conditions in the corn markets exporting to Honduras, it was expected that
severe inflation would affect several food products in Honduras: chicken,
meat, pork, milk, eggs. However, inflation resulted to be almost imperceptible,
partially thanks to that massive increase in financing of corn production which
required a marketing campaign to potential producers (who had abandoned
corn production in Honduras) and effective organizational and operative work.
Besides, yearly loans to other items were doubled. At the same time, total
loan default was decreased by about 50% in loans with own funds and
by nearly 25% in loans with other funds.
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The 63 jobs listed above are selected examples of the work
LUIS MOLINA delivers. With some exceptions, goal dates and
quantities are not included for brevity.
The jobs in blue are services of OS' three areas of Special Services.
Go to the Special Services page to see a list of our special services.
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