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Work Background
CFS BrandsEngineering Manager
Jan. 2024
SCHOTTOperational Excellence Manager
Dec. 2022 - Jul. 2023
MolexQuality Assurance Manager
Oct. 2021 - Sep. 2024
Smith & NephewDirector Operational Excellence
Jan. 2020Costa RicaDirector Operational Excellence for Medical Devices industry in North and Central America. Design and deploying short- and long term strategy for future state of business. Focused on Continuous Improvement to optimize Operational Cost in Manufacturing Operations. - Development of Strategic Deployment of Productivity Roadmaps in Costa Rica, Oklahoma, Boston and Freemont plants. - Portfolio Savings projection of 9 Millions usd for 2021. - Coaching and Training staff in practice of Lean Tools and Six Sigma Tools. - Supply Chain optimization in end to end (E2E) value stream. - Engineering Lean Projects for automation in Clean Rooms for Medical and Pharmaceutical assembly production. - ISO 13485 & ISO 14971
Smith&NephewOperational Excellence Manager
Nov. 2019 - Dec. 2020
ADM (Arthur Archer Midland)Lean Manufacturing Manager
Jan. 2016 - Oct. 2019
Neovia groupCorporate Operational Excellence Manager
Jan. 2016 - Sep. 2019MexicoResponsible of deploying Operatinal Excellent framework in 9 plants in Mexico an 1 in Brazil. Developing and accomplishing Budget and Strategic vision 2025 to maximize financial performance, reduce risk and increase levels of customer satisfaction. - Developing and deploying Strategy of Operation Excellence in the Americas region in liaison with Headquarters in France. - Following up Plant KPI's in analyzing deviations and updating Roadmaps. - Coaching and developing staff in practice of Lean Six Sigma Tools in gemba. - TPM implementation. Autonomous Maintenance 7 steps and pillar development as Kobetsu Kaizen and early engineering. - Extended Value Stream Mapping analysis to set up Roadmap according to every plant necessities. - Makigami tool in process analysis. - Kaizen projects execution involving Kanban supermarkets and Just In Sequence. - DFMEA development for new Robot Packing Line. Layout design, Materials Flow, Work Standards and Quality Control Plan. - DMAIC project to control of humid variable in process including Gage R&R evaluation.
Kiekert AGLean Manufacturing Manager
Jul. 2014 - Dec. 2015
Stanley Black & Decker, Inc.Lean Six Sigma Champion
Feb. 2007 - May. 2010Puebla de Zaragoza Area, MexicoDeveloping and Deploy of Lean Manufacturing in Puebla Plant Mexico based on Shingo Model of Lean Excellence in divisions: Hand Tools (Stanley, Facom) and Power Tools (DeWalt). - Executed of Value Stream Mapping (VSM) to set five year plan "Lean Road Map" to schedule and manage 129 Kaizen projects across manufacturing lines and logistics. - Setting dashboard of productivity KPI´s and Project Portafolio aligned with corporate plan. - Training, Coaching and Mentoring teams and individuals from Shop floor to executives to drive culture of waste elimination and reduce process variability (Six Sigma). - Implemented Hoshin Kanri deployment plan to enhance profit margin in terms of ROI and ROA. - Reorganization of supply chain to enhance Inventory Turnover from 6 to 11. - Budget planning and controlling for Capital Expenditure (Capex). Direct and Overhead Cost reduction (55 Kaizens with US$ 414,000 Savings) - Identification and elimination of superfluous Manpower, Inventories and facilities. - Setting production according to velocity of sales through Tack Time. - Implemented Cell manufacturing and line balancing in two plants. - Reorganized multitask and flexible manpower (Shojinka) to adapt to demand changes reducing 8% direct labor cost. - Implemented robot operation to introduce one piece flow in hammer´s line. - Defined new supplier of wood handles and flat steel from China to reduce cost in 33%. - Introduced variable compressors in plant utilities to reduce power consumption in 21%. - Developed new supplier in redesign of carton packing eliminating internal inserts. - Reduced rework in painting area because of six sigma project. TPM launching (43 Kaizens with US$ 112,000 Savings) - Downtime reduced 27% with Kobetsu Kaizen (Focused Improvement on Machine). - Implemented a 10 min autonomous maintenance at every shift and supervision with Gemba walk. - Constructed Poka Yoke through 41 operator suggestions.
Stanley Black & Decker, Inc.Lean Six Sigma
May. 2006 - May. 2014
Saint-GobainEngineering & Development Manager
Jan. 2002 - Jan. 2006International company producer and distributor of advances materials with operations in more than 50 countries worldwide.; Implementation of TQM -Total Quality Management- Implementation of FMEAC, APQP, PPAP. Statistical Control Process (SCP) focused on Six Sigma. Implementing of tools as Ishikawa diagrams, Paretos and Statistical Process control. Implementation of SAP r3 in diverse modules as Finance, Quality, Logistics and Production Planning to Alignment with Business plan and operations. Redesign of Customer Service program. Organization of visits to client facilities for feedback. Control of Process Capability CpK´s and Analysis of process problems with 8D´s (creation of projects) Process Reengineering focused on Operating Cash Flow. Analysis of Key Financial Ratios for plant operation. (Income Statement, Balance Sheet, Proforma) Accomplishments Entering of 17 Fiberglass products in the North American Market, sales of 2000 Tons monthly accomplishing operational and operative end of year forecast. Cost Reduction of 15 % by reengineering of Fiber Glass. Reduction of Customer complains from 30 per month to 1 per month. Successful certification of ISO 9000 Solving of Claims at Customer facilities and Non conformities in Quality Audits. Cpk`s of 1.33 for quality parameters.
Saint Gobain VetrotexEngineering Manager
Jan. 2002 - Jan. 2006
BridgestoneMaintenance & Project Engineer
Nov. 1998 - Aug. 2000Cuernavaca, MexicoInternational manufacturer of tires for the Automotive market with 38 production facilities throughout the Americas.; Project management. Installation of new machinery, start up, setting and operator training. Purchasing of machinery in the EU. Budgeting and Cost controlling. Management of Hoshing Planning for Policy management. Communication to colleagues of company strategy integrated in daily operations. Control of spare part and Raw Materials in Warehouse (inventory). 5´s and Kaizen. Accomplishments Reduction of 17% in Production Downtime Final Inspection. Reduction of spare part consumption and inventory.
Bridgestone FirestoneProject Engineer
Jan. 1998 - Jan. 2000
Remington ArmsProduction Engineer
Jan. 1994 - Jan. 1998
RemingtonProduction and Maintenance Supervisor
Aug. 1993 - Oct. 1998company of Remington and DuPont dedicated to the production and distribution of ammunitions for the sport and military market.; Balancing of Production lines. Implementation of workplace safety program (STOP) for prevention of Actos Inseguros and analysis of injures according to Dupont´s philosophy. Warehouse planning and material flows. Managing of 120 Union workers management per shift. Accomplishments Reduced unit production costs and scheduled downtime (from 20% to 2% range). Decrease in Incident rate (zero accidents in 1995 and 1994). 20 % reduction in machinery Set up time SMD and product change for punching presses.
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