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Work Background
Halitta FoodsFounder
Sep. 2023Sant Cugat del Vallès, Catalonia, Spain
Ynvisible Interactive IncProcess Improvement Consultant
Aug. 2021 - Mar. 2022PortugalLed company initiative to transform and optimize development processes to help prepare manufacturing operations for high volume production.
• Redesigned the development production process that led to an increase in throughput by 300%. Using standard work to reduce variability and help with balancing resources. Before improvement, 10 sheets were produced in 8 hrs., after improvement 30 sheets were produced in 6.5 hours. • Implemented standardization of the development process to ensure production consistency. Created, standardized charts, SOPs and SWIs to facilitate the standardization.
• Implemented Total Productive Maintenance (TPMs) to reduce machine downtime and increase productivity.
• Developed a system to track, record and solve production related problems.
• Introduced key KPI metrics to guide productivity, customer service, quality, and safety tracking.
• Outlined and implemented a 5S plan for more streamlined inventory management.
• Co-facilitated workshops for sales, development, and contract-manufacturing processes.
• Redefined roles and responsibilities for leads/managers and production team to boost employee morale and help promote accountability.
• Created cross training matrix for production employees at the facility to help with employee training and development.
Halitta ArtFounder
Oct. 2018Barcelona, Catalonia, SpainThe global community for early career artists and collectors.
GBSB Global Business SchoolProfessor
Oct. 2017 - Dec. 2020Barcelona Area, SpainDevelop and teach graduate and undergraduate courses on the theory and application of organizational behavior, leadership, and quality management to entrepreneurs and industry leaders.
NUMA Global SolutionsLean consultant/Co-Founder
Jan. 2014 - Sep. 2017Barcelona Area, SpainConnected European companies and technologies with emerging public and private sector markets globally. • Leveraged a network of European companies across various sectors—education, health, telecommunications, finance, and construction/infrastructure sectors. • Sourced and secured investors in diverse projects, including major construction and business school development. • Negotiated $100M and $500M project contracts ranging from two to ten years.
Parker HannifinLean Manager
Jan. 2011 - Oct. 2012Cleveland/Akron, Ohio AreaStrategized and directed lean transformation for manufacturing and non-manufacturing operations in US facilities. Gained buy-in and drove sustainable improvements at all levels of operations and personnel. Improved tracking systems, data collection and utilization, root cause analysis, and problem solving for Lean and Quality Departments.
• Led Kaizen events improving customer service by 20%, production lead time by 10%, and floor space optimization and labor efficiency by 40%. • Created division-wide 5S + Safety Program, decreasing OSHA recordables and near misses to 0 in two facilities; the program was implemented across 5 manufacturing facilities.
• Developed and delivered employee training on the 5-whys and cause-and-effect analysis.
• Increased First Pass Yield (FPY) 70% by eliminating non-value added processes and improving material quality. • Redefined value streams in 6 locations, decreasing lead time 40% in one location. • Developed and empowered lean champions/leaders in multiple departments, ensuring sustainable execution of lean tools/methodologies.
• Led supplier development, educating suppliers on process and continuous improvements in their facilities to reduce product cost.
Parker HannifinLean Coordinator
Jan. 2009 - Dec. 2010Falkoping, SwedenTurned around a severely underperforming manufacturing facility through lean transformation. Conducted layered auditing of tracking centers yielding metrics and actionable insights. Created a sustainable problem-solving environment with extremely high employee engagement. • For the Falkoping, Sweden facility, overcame employee resistance, led culture change, developed training program, and improved management – employee communication, securing $150K corporate investment, improving quality 30% and inventory cost 50%, and achieving ROI of ~$2M. • Decreased costs by $1.49M with lean principles and right sizing application.
• Reduced lead time from 66 to 31 days through value stream mapping.
• Implemented assembly cell layouts, improving flow and reducing costs by decreasing forklift trucks from 14 to 4.
• Established a three-tier problem-solving structure and culture, improving FPY from 70% to 95%.
• Falkoping employees subsequently initiated re-engineering of the work cell stations, further reducing inventory costs, and improving efficiency and flow.
Parker HannifinProcess Engineer
Dec. 2007 - Dec. 2008Canton, PennsylvaniaInitiated and led process improvements in partnership with manufacturing engineers, process engineers, production supervisors, and operators. Created and implemented TPM (Total Productive Maintenance) across assembly and machining functions. Supported and participated in lean activities, including Kaizen event, value stream maps mapping, and layouts
• Instrumental in improving assembly line productivity 10.2% in <1 year.
• Re-designed test fixtures in the assembly line, standardizing test procedures, improving FPY by 12.6%, and reducing RPPM.
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