Marco A. Garcia
Palatine
Summary
Strategic Operations Leader with expertise in management processes within fast-paced manufacturing environments. Proven skills in accounting, supply chain management, and marketing drive operational efficiency and informed policy decisions that enhance business direction and profitability.
Overview
30
30
years of professional experience
Work History
Sr. Director of Operations
Leviton
Northbrook
02.2023 - Current
- 380 Headcount, $184M annual revenue, 570,000 sq. ft between all four sites, Non-Union facilities
- Achieved $4.5M in cost savings in 2023 by consolidating two facilities into one at Northbrook site.
- Oversaw operations at two sites in the United States, one in Mexico, and one in China.
- Implemented a live visual management system (MES) to monitor our daily production outputs within our assembly lines in Northbrook
- Labor efficiency improved from 44% in 2024 to 71% in 2025 in Northbrook
- Reduction on lead-times to fulfill customer orders by 50% from 2023 through 2024; additional reduction of 38% in 2025 compared to 2024
- On-Time Delivery improved in 2024 from 88.3% in Q1 to 97.7% by Q4; as a result of implementing a capacity planning tool and developing our Planning and Operations teams
- 2025 On-Time delivery results 99.8% YTD
- Implementation of Rough-Cut Capacity Planning (RCCP) in Oregon facility in 2024; this planning method improved our On-Time delivery to increase from 87.1% in Q1 2024 to 96.4% by Q4 2024
- Executed SIOP process within the Lighting & Controls business unit in 2025; held monthly meetings to monitor progress on the sales budget plan.
- Introduction of cost out initiatives in 2025 tied to employee's annual performance review
- Conducting cost analysis on make in US vs China; potential savings of $650K based on recent tariffs
- 2023 Lead-times: 16 days
- 2024 Lead-times: 8 days
- 2025 Lead-times: 5 days
- (Lighting Industry) Lighting & Controls Business Unit
Director of Operations
Sanisure (3i Private Equity)
Camarillo
03.2022 - 12.2022
- 275 Headcount, $96M annual revenue, 250,000 sq. ft between all three sites, Non-Union facility
- Delivery: Increased revenue sales by 30% ($6.49M to $8.15M), $10.2M record breaking month in Aug
- Past Dues: Reduced past due by 56% ($27M to $11M) within 7 months
- Quality: Increased first pass yield by 7% (90% to 96%) by implementing quality at the source vs depending on quality department
- Managed (3) sites within Camarillo (Cleanroom Assembly, Fabrication, Shipping/Receiving)
- Implemented a Daily Management System (DMS) to manage Safety, Quality, Delivery, Cost, People metrics at multiple sites within Camarillo campus
- Oversaw inventory with a 68% make-to-order (MTO) ratio, ensuring timely fulfillment of customer demands.
- Managed inventory with a 32% make-to-stock (MTS) ratio, optimizing production flow and efficiency.
Director of Operations
Fender Musical Instruments Corporation
Corona
03.2021 - 03.2022
- 510 Headcount, $175M annual revenue, 350,000 sq., Non-Union facility
- Delivery: Output has increased by 22% by implementing a training program and ramp plan.
- Achieved 10% make-to-order production
- Cost: Implemented Cost Out Initiative process, early stages of implementation.
- Implementation of Safety, Quality, Delivery, Cost, People metrics at the site as part of the Tier 1 and Tier 2 process.
- MTS = 86%
- Documented manufacturing throughput rate of 4% to establish baseline performance metrics.
- People: Developed skill matrix system for hourly employees to improve the learning curve by process and machines. Baseline 35% and improved to 88% YTD.
Plant Manager
Eaton
Highland
01.2019 - 01.2021
- 289 Headcount, $210M annual revenue, 273,000 sq. ft, Union Facility
- Manufacturing (punch press metal stamping, roll forming) & Assembly on fire sprinkler systems that supported the structure of lighting and electrical sector industry. These (3) portfolios, pipe hangers, bolted framing and fastener products directly supported the infrastructure of our lighting & electrical sector within Eaton.
- Achieved 95% manufacturing throughput schedule.
- Implemented visual management system to track daily demand versus daily output, achieving 8% increase in delivery service from 86% to 93%.
- Reduced recordables by 63% by focusing on leading indicators; established pre-Gemba walks and positive interactions with employees.
- Honored with Continuous Improvement Award for outstanding performance in Q1 2020.
- Selected as a World Class facility by Eaton in 2020 (5 out of 200 facilities).
- Implemented Sieve strategy to enhance On Time to Requirement (OTTR) and Days on Hand (DOH) while developing people and processes.
Value Stream Manager
Eaton
Sherman
01.2015 - 01.2019
- 348 Headcount, $120M annual revenue, 310,000 sq. ft, Non-Union Facility
- Manufacturing (punch press metal stamping, turrets, automation bending) & Assembly on the electrical sector that supported the structure of lighting and electrical sector industry combined. These (3) portfolios; electrical enclosures, residential meter enclosures and Cable Tray products directly supported the infrastructure of our lighting & electrical sector within Eaton.
- Calculated MTS percentage at 84% to assess production efficiency.
- Optimized inventory management, resulting in 10% increase in make-to-order efficiency.
- Achieved ETO of 6% through customized project execution.
- Safety: Reduced site Total Recordable Case Rate from 1.18 to 0.0 (2015 thru 2018).
- Quality: Reduced DPPM by 37% (3,451 to 2,191) from 2015 thru 2018 & Reduced Scrap Cost by 43% (0.67% to 0.38%) in 2018.
- Delivery: Improved OTTR by 27% (75% to 95%) by implementing visual inventory management system through a Sieve process & Engineered to Order (ETO) OTTR improved from (35% to 84%).
- Transformed culture by empowering hourly associates in continuous improvement techniques, supporting CSI strategy and earning 2017 EPG Continuous Improvement Award.
- Supported planning and execution of the "Double the Business" transformation in the facility with the Industrial product line.
- Cost: Managed and mentored 175 LMX3 projects while creating a lean culture of empowerment resulting in savings of $1.02 million in favorable cost out savings.
- Mentored and developed direct reports by utilizing methods through EBS, EBE, ELSS.
- Created a lean manufacturing culture through LMX3 projects that won the 2014, 2015, 2016, 2017 and 2018 Continuous Improvement Award.
- Mentored students in Denison High School Advance Manufacturing Program, fostering interest in manufacturing careers.
- Part of management leadership team who won 2018 Employer of the Year Award for Texas.
Operations Manager
Eaton
Sherman
01.2012 - 01.2015
- Safety: Reduced site Total Recordable Case Rate from 4.03 to 1.18 (2012 thru 2015).
- Quality: Reduced Scrap Cost by 16% (0.80% to 0.67%) from 2012 thru 2015.
- Commercial spot-welding productivity increased by 33%.
- Large Commercial Enclosures productivity increased by 64%.
- 720 Screwcan assembly productivity increased by 15% and overtime savings of $7K.
- Productivity improvement of 74% on packaging process.
- Productivity improvement of 37% of 720 Screwcan work center by changing the layout.
- Developed visual boards for daily uptime/downtime on critical Primaries work centers to improve monitoring and accountability.
- Implemented daily report for Primaries to understand daily workload and past dues in order to reduce overtime based on lack of level loading the work centers.
- Established daily cadence through Gemba walks in order to develop front line leaders.
Operations Manager
Cooper B-Line Business
Corona
01.2010 - 01.2012
- Safety: Reduced Recordable by 50% (10 to 5 recordable cases) between 2010 to 2012.
- Eliminated the Safety Hazard to operator by implementing MDS and daily safety topics.
- Established standard work for operators and job safety analysis (JSA), ensuring compliance and operational consistency.
- Improved bin dumping process with controlled equipment, enhancing operational safety and efficiency.
- Participated and led many Safety Swarms to identify the root cause through different process methods: 5 Why's, Fishbone Cause & Effect Diagram, A3, 8D Problem Solving process.
- Enhanced order delivery performance by using visual management techniques.
- Established Visual Management system throughout the facility by identifying critical leading Key Process Indicators (KPIs).
- Identified cost reduction opportunities using LMX3 process.
- Buy vs. Make cost analysis outsource project on (5) different products resulting in $91K cost saving by returning product back in-house and eliminating two outsource vendors.
- Reduced inventory from (3) months down to (3) weeks by implementing Kanban process on rivet & break-off bolts for seismic product line and implementing (FIFO) process to eliminate parts from rusting.
- Increased productivity on Fig. 909 links by 60%; analyzed tonnage required and available time on other punch press with higher SPM.
- Additional productivity improvement of 40% by increasing strokes per minute (SPM) on punch press machine based on available downtime.
- Implemented One Piece Flow on Fig. 825 assembly work center: resulting in an increased output of 85%.
- Facilitated Single Minute Exchange of Die (SMED) event on Punch Presses. Changeover reduction of 73% on Komatsu Punch Presses.
- Pallet recycling project resulted in $15K annual savings.
- Designed process to visually set off trigger at the reorder point level.
- Salvaged 72% of floor space based on baseline.
Production Manager
TOLCO brand of NIBCO
Corona
01.1996 - 01.2010
- Oversaw daily management of Engineered to Order (ETO) pipe support projects for wastewater treatment plants.
- Managed product lines for fire sprinkler and seismic systems
- Safety: Reduced Recordable by 29% (14 to 10 recordable cases) between 1996 through 2010.
- Trained peers on 5 Why's, Fishbone Cause & Effect Diagram, A3, and problem-solving techniques to enhance team problem-solving capabilities.
- Established daily review process to ensure accuracy of CAD drawings for shop floor implementation.
- Development training on Lean Manufacturing concepts.
Education
Bachelor of Science - Business Administration
Colorado Technical University
01-2019
Skills
- SIOP Implementation
- Supply Chain
- Inventory Management
- Capacity planning
- Cost analysis
- Lean manufacturing
- Greenbelt Lean Six Sigma
- Manufacturing expertise
- Proficient in SAP & Oracle ERP systems
- Budgeting and forecasting
- Strategic planning
- Operational Excellence
- Strategic Thinking
Timeline
Sr. Director of Operations
Leviton
02.2023 - Current
Director of Operations
Sanisure (3i Private Equity)
03.2022 - 12.2022
Director of Operations
Fender Musical Instruments Corporation
03.2021 - 03.2022
Plant Manager
Eaton
01.2019 - 01.2021
Value Stream Manager
Eaton
01.2015 - 01.2019
Operations Manager
Eaton
01.2012 - 01.2015
Operations Manager
Cooper B-Line Business
01.2010 - 01.2012
Production Manager
TOLCO brand of NIBCO
01.1996 - 01.2010
Bachelor of Science - Business Administration
Colorado Technical University