As the Director of Quality Footwear, I oversee the global strategy and operational management of the company. My primary responsibility is to ensure that our brand maintains the highest standards of quality across all aspects of footwear production and offerings. At Quality Footwear, our goal is to be recognized as industry leaders, not just for the exceptional quality of our products but also for our dedication to innovation, sustainability, and customer satisfaction. My commitment is to drive this vision forward and ensure that every step we take reflects our dedication to excellence.

Main roles to management operation for, product, and suppliers’ development of Joybees production in Mexico as:• Project and product leader• Responsible for NPI and product Engineering, and quality technician• Joybees main contact with Joybees team, China, USA• Start up production• Joybees NPI • Joybees project management• Shipping responsible • Tooling and product improvement

I am a Founder & Ceo of ML manufacturing solutions consulting team my role is to lead a consulting group, with more than 30 years of accumulated experience of our members. the team is able to provide constant improvement services using world-class systems of automotive companies & electronics. ML consulting offer to implement a system according to the business and service required by our customers to be more competitive as a supplier of quality product at low cost to the market. We are a Team expert in implementation of LEAN MFG, APQP, statistical process control, quality problem solving, project management, tooling design and equipment. We also teach courses in different fields. Our specialized consultants provide their knowledge of different sectors: automotive, textile, footwear, electronic, mechanic, and services.• Currently ML manufacturing solutions team are developing one injection project to release a process for EVA product in San. Fco. del Rincon Mexico.Others ML activities:• I reach to be associate of AIAG organization, actually I am participating as active member in read and comment AIAG initiatives• Team skills Business Understanding, Negotiating Skills. Accountability, Business strategy, Strategy Planning, Process management, Business process management, Business process mapping.• Certificated in AIAG to use a new CORE TOOL Software• Update my SPC certification by AIAG May 2019• UP date my APQP, Control plan & PPAP certification by AIAG May 2019

Establish Manufacturing System using the lean TPS philosophy make persons first then person will do good products, use APQP to quality system, DO for organization structure, always as a priority culture change to do that Vicpoly meet his philosophy and customer’s satisfactions.

Companies; • BRECIA COMPANY, FLEXMEX DUNNAGE PAKAGING PRODUCTS AUTOMOTIVE AND MISCELANEOUS • BRÜNELLA SHOES MAKER COMPANY • CALZADO EL DIEZ, SUELAS PREMIER OUTSOLE INJECTION, MICROMAR PAKAGING PRODUCTS As a senior consultor I am coaching the plant managers to stablish manufacturing system using the lean TPS and APQP systems. The companies decide the implementation of a manufacturing system that can offer its customers compliance with their requirements and needs, as well as take the challenge of changing a small company that can compete in the market and have the basis to be a supplier for the recognized automotive industry and shoes maker world class.Main Results obtained by Companies after System Implementation and KPI´s established: BRÜNELLA Shoes Maker as summary improve 30% profit; o On Time delivery from 60% Improve to 100% on Timeo Productivity from 2.8 UPH to 5 UPHo Quality from 20% FTQ to 2 % FTQ o Lead time from 3 days to 0.5 days GRUPO BRECIA EVA Miscellaneous products and FLEXMEX Automotive Dunnage Products Profits Improve > 15% o On time deliveries 80% to 98%o Productivity from 7.8 UPH to 70 UPH (Mics. Products) - Automotive Products Current 7 UPH Improvement in Processo Quality from 10% FTQ to 2% FTQo Lead Time from 4 days to 0.25 in Mics products – Automotive Products in Process  CALZADO EL DIEZ GROUP; Injection Plant SUELAS PREMIER, packaging Plant MICROMAR. Profit > 30%. o On tome deliveries improve from 70% to 98%o Productivity increase; Plant Injection SUELAS PREMIER from 17 UPH to 31 UPH Packaging plant MICROMAR from 1,125 UPH to 1300 UPH Shoes maker plant EL DIEZ from 2.7 UPH to 5.5 UPHo Quality from 75% FTQ to 98% FTQo Lead Time avg. in company from > 5 days to 1.5 fays

In 2016 I taken the commit to change the culture of the MFG department around 700 – 800 persons, since operators and medium levels, the results were amazing, reduced turn over in assemble area from 15% to 5%, increased productivity in assemble area 25% in pairs by operator since 6 UPH to 7.5 UPH. My responsibility was that CROCS CMX meet the customer production requirements, on time deliveries from 80% to 98% applying the 5 Lean principles, to reached High Quality & Total cost reduction. Right parts, right time, Short lean time, built in Quality, High Capacity utilization, High resource utilization. Last 2 years my department meets the yearly budgets for process/equipment, tooling, maintenance, Molds, engineering functions the maintenance maintained the 99% of equipment utilization & molds tool shop improve since 65% molds utilization to 90%. Mentoring my process engineer, we changed the assemble process and chemical application methods we develop an automatically process improving the bonding test since 90% to 98% passed. During my administration we meet the product test requirements according shoes standards; Bonding, Yellowing, Flexion, Fitting, aging, shrinkage, according Wit test to 98%.Shoes knowledge acquired in Crocs as; Stitching, Goodyear Welts (boots and casual shoes), Cementing (Solvent, and water base), Finishing, Forming, Patterns design, fitting, Develop and design press and tooling according shoes style,

Professional Experience Crocs LeonNPI & Business Unit Manager at finish shoes September 2013 to Current 2016Meet the customer production requirements, created safety environment for employers comply with the quality, continuous cost improvement and improve team moral. Implement TPS system at Crocs Injection and assembly area, management between 700 to 800 operators, restructures organization to improve resource utilization, reporting to LATAM. CROCS director, 2015 implement training falls that reach an improvement in FPY assemble area form 95% to 98%. .Lead Manufacturing Operations under a “culture of safety” as our first priority.KPI Results obtain in current position since September 2014 to 2015: • Lead continuous improvement activities to improve our manufacturing, Manufacture total cost 25% reduction • Work to continually improve productivity to maximize resources, cahange culture all levels médium and operators, capacity utilization, Productivity increase 30% • Keep the team focused in first time quality, FPY Improve from 75% to 95% current 2015, Actually we are 98%• Work with program manager, sales, engineering, quality, production control, materials, purchasing, HR and customers to proactively avoid quality delivery, (OTD) Customer deliveries improve from 71% to 100%, Build to Order implementation (BTO), WIP reduction in production floor from 200 K USD to 75K USD, Reduce WO lead time from 60 days to 3 days

Responsible to give direction to areas of NPI, developing new processes and suppliers to achieve the introduction of new products, development of new processes, suppliers, materials, process improvement and efficiency in the plant crocs Mexico. Use lean manufacturing, TPS tools, to meet safety, quality, Volume (OTD) and cost. Savings achievements last 10 Months 2.0 Million USD

Management responsible for new product introduction shoes, Responsible to transfer technology from china to Crocs Mexico, Launched New products according to season, more than 24 bew products per year.•Coordinate the manufacturing team to meet project targets (Product, Process, Quality, MFG, Purchasing, China team) and customer commitments•Directly responsible of Product, quality and process engineer (4 Engineers) Product Engineer responsibilities; created BOM´s, Product Validation, Test reports, Document lesson learned.•Management our projects since phase ¨0¨ as the first list released until launched product according to Customer requirements. Implement the qualifications plans to meet the AIAG procedures for MSA studies and statistical requirements such as Cpk’s for product characteristics according 6 sigma requirements and ISO/TS16949. •Develop Budgetary spending plan for run-off components. Report spending results and meet monthly spending targets •Leader to weekly executive meeting with China, USA and Mexico team •Coach manufacturing engineers to use lean and 6 sigma tools to document and validate new products as well to introduce APQP system•Responsible for more than 3 lines during the launched time with more than 200 operators

•Coordinate the manufacturing team to meet project targets (I.E, P.E, MFG.E,)•Coach manufacturing engineers to create equipment specification and review for technical completeness.•Release specifications to Delphi purchasing and support equipment quotations, purchase orders.•Write equipment validations plans and validate equipment at supplier site•Present validation results to Management Review Bin order to release the equipment to the manufacturing site. These qualifications plans and results must meet the AIAG procedures for MSA studies and statistical requirements such as Cpk’s for product characteristics according 6 sigma requirements and ISO/TS16949. •Develop Budgetary spending plan for run-off components. Report spending results and meet monthly spending targets •Participate in the monthly executive reviews with Delphi and customer •Track capital spending For pressure Switch Assembly equipment.•As a Lead Manufacturing Engineer, I was responsible for the following items. •Quote the manufacturing investment for new automotive product opportunities using product prints or concepts and customer requirements.•Create manufacturing system designs (the manufacturing process) for each quoted project.•Approve equipment qualifications plans & results, and authorize the equipment supplier to ship the equipment to the manufacturing site. These qualification plans & results must meet the AIAG procedures for MSA studies and statistical requirements such as Cpk’s for product characteristics according to 6 sigma requirements and ISO/TS 16949.•Coach and supervise engineers in the following disciplines and be responsible to approve equipment concepts & final designs while considering the following items: product assembly/manufacturing requirements; ergonomics; safety requirements; and mechanical, electrical and pneumatic design requirements from Delphi design rules.

•As a Lead Manufacturing Engineer, I was responsible for the following items. •Quote the manufacturing investment for new automotive product opportunities using product prints or concepts and customer requirements.•Create manufacturing system designs (the manufacturing process) for each quoted project.•Coach manufacturing engineers to write equipment specifications, and review / approve these specifications for technical completeness after being written. These specifications are used by Delphi purchasing to acquire equipment quotations leading to purchase orders.•Approve equipment qualifications plans & results, and authorize the equipment supplier to ship the equipment to the manufacturing site. These qualification plans & results must meet the AIAG procedures for MSA studies and statistical requirements such as Cpk’s for product characteristics according to 6 sigma requirements and ISO/TS 16949.•Coach and supervise engineers in the following disciplines and be responsible to approve equipment concepts & final designs while considering the following items: product assembly/manufacturing requirements; ergonomics; safety requirements; and mechanical, electrical and pneumatic design requirements from Delphi design rules.

•As a Manufacturing / Process Engineering Manager (MTC) I was responsible for direct supervision of 12 Manufacturing Engineers, as well as design and development of production lines for Transmission Pressure Control Modules, Sensors and Hydraulic Actuators, Ignition Coils and Fuel Pump Systems..•Each of these Manufacturing Processes was developed to manufacture unique product designs. These machines included Presses ,Pneumatic Servos, Intelligent cylinders and manual devices, PLC/Computer Controls, Physical Measurement Transducers for Pressure, temperature, travel etc, used for closed loop feedback as well as measurement required for acceptance of the process accuracy also tooling and gauging.•I was responsible for all phases of the process from the concept to validation. •Special assignment; Created and developed bill of process technology (BOPT) for press fit process. Actually is posted in WEB Delphi system for all divisional Delphi power train. The objectives was: oCreate a robust process and equipment to meet the product and customer requirementsDuring 2002until 2008 as MFG Engineer and Manager as Equipment design responsible all Project was design using the lean manufacturing tools since the equipment specification were wrote. According the lean principles: :o Project declaration o Value Stream Mapping o Tack Timeo Machine utilization requirementso Operator Utilizationo Work table combination analysis o Machine Capacity o Machine cycle time, Manual operator time, FTQ, Total cycle time, down time , POKAYOKE, SMED, ETCo Standard element charts, TPM, Safety sheets, change over, SPC ETC.

•Developing equipment for production line,r customers Caterpillar, SRA and Saturn. •Approve equipment qualifications plans & results, and authorize the equipment supplier to ship the equipment to the manufacturing site. These qualification plans & results must meet the AIAG procedures for MSA studies and statistical requirements such as Cpk’s for product characteristics according to 6 sigma requirements and ISO/TS 16949.•Trainee all personal to be able to run production line as production supervisor, process engineer maintenance technician and operators included quality people.•Developed and conducted the equipment concept and final design got the approval from built and validate the complete line applying the AIAG, MSA requirements.• Run equipment validation and PPAP approval from the customers. •Management new GM Truck throttle boy platform customer programs from the initial quoting stage through implement projects until final PPAP submission. All projects were qualified at the equipment supplier site as single machine and them as complete system, before transferred these to the manufacturing site. •Clean room and cleanness knowledge

I was certified as JIT expert, the main contribution in Optek was culture change, a startup of two manufactures sites applying JIT, head count reduction since operator until staff manager positions, cost saving reached in $1Million USD per yearRedesign polish process to eliminate high risk using and old machine replace by 3M water polish machine using directly in production line, Redesign lay out and reduce: Floor 50%, Inventory 60%, Clean room 50% equipment, Redesign the plaiting process to reduce accidents 50%.Redesigned and automated process as: Wire bonding, alloy, Welding and encapsulation for sensor and LED I develop the solder process and implement training department base in the military standard IPC60 it projects Increase YLD from 75 % to 98%, the other project executed as engineer leader was to replace the iron ANTEX iron tip by Weller Brand to had controller of temperature,Improve Over mold hold effect sensor and LED using and design and built I house tool shopo Have flexibility to works until 16 models at the same timeo Build just the volume required from customer• Coordinate all activities of the lean manufacturing implementation • Responsible at team player of implement QS 9000• Responsible of 4 assembly areas and coordinated 4 Industrial Engineers, Costs reductions. • Training people al level in order to implement TPM • Clean room knowledge 10 000 PPM, working with the FDA and military standard rulesResults obtained (Customers XEROX, IBM, TEC AMERICA, and Pitney Bowes)o Reduce the product lead time from 10 days average to 1 dayo Increase the production YLD rate from 75% to 98%o Reduce the First Time Quality(FTQ) from 20% to 2%o Increase productivity from 60% to 95%o Reduce floor until 50 % of the originalo Reduce inventories until 60%

• Management of 4 production lines with 2 group leaders and 80 operators•Management around 80 parts numbers of optoelectronic components•Implement SPC in production lines and Quality Circles•Responsible of the training area with one supervisor and 4 technicians•Improve lead time since 20 day per lot to 8 days of the products•Reduce Scrap since 40% to 8% in products •Heat stake, Branson, manuals solder, wave solder, and manual press equipment supervisor•Reduce the FTQ since 200 000 PPM’s to 500 PPM’s in the assemble area under my responsibility•Introduce new product t since Phase “0”•Responsible of harnesses area Crimping, cutters, and tinning