Carlos P. Email and Phone Number

- Driving efficiencies up- Process Optimization- Leading CapEx initiatives-Strategic Planning

-Change Management consultant based on Lean and critical thinking.-Deployed a major learning program that resulted in 9 kaizens with more than 1M USD in revenue opportunity.- Coached and developed kaizen facilitators- Instituted Gemba Live in the organziation while featuring continuous improvement- Implemented a major value stream transformation that increased capacity in 2X.-Critical partner for strategy and alignment based on coaching Hoshin Kanri.

• Entrepreneur project for software development for process control and improvement. Business Process Management (BPM). Software/modules such as PFMEA, APQP, Core Tools, MSA. Implementation inside client company as a tool for quality and knowledge management.• Training/consultancy in regards the methodology and software implementation.• Lean six sigma consultancy and implementation.• Value Stream improvements.

• Responsible for the sustainment and improvement of the Voice of the Customer from the quality manufacturing perspective; developing 8D and problem solving for root cause analysis and countermeasures.• Responsible for implementing initiatives and high impact projects to reduce waste throughout the value stream.• Responsible for the product quality assurance for durability and performance; improved performance from 93% to 95%.• Responsible for overseeing the quality of multiple sites in the PNW.• Responsible for the improvement of process capability through the development of reliable MSA and reduce process variation that had an impact for Cp (PP) & Cpk (PPk) of 2sigma to 4sigma in early transformational processes.• Responsible for overall process waste reduction initiatives through continuous improvement tools.

Responsible for the implementation of quality systems that drives to a “zero defect” culture.• Design and implementation of statistical process controls (SPC) that achieved a 3.5 sigma level manufacturing.• Responsible to implement quality procedures that ensure the quality control of the product as well as the quality assurance for the detection processes; improving the quality KPI from 16% to 6.7%.• Implemented new ways to increase Beta power that resulted in decreasing the overall external quality performance by reducing the escapement from 11% to 5.1%.• Responsible for the incoming quality materials to assure the highest quality for processes like powder coating, liquid coatings, pultrusion fiberglass, resin, non-woven mat.• Responsible to address all the non-conformances from the customer and drive continuous improvement actions to fix problems from the root cause.• Execution of high valued projects that impacted ROI internally and externally by focusing efforts through data collection utilizing several problem-solving techniques, getting savings up to 890K USD and implementation of CAPEX projects for up to 1M USD (Non Destructive and destructive testing)• Responsible for the design of new tools, First articles, Material Board Review (MRB).• Responsible for Training and Development, utilizing JIT method we improved retention by 92% by implementing a follow up system based on tiers/knowledge.

On-site project management at Chrysler for work cell updates, throughput improvements, and materials handling optimizations.• Creation and implementation of layout arrangements, storing analysis, and facilities design.• Design the optimum flow to deliver containers, parts, and pieces to the production line.• Work cell budgeting.• Execution of high impact projects through lean manufacturing and six sigma projects.• Responsible for the implementation team and different suppliers dedicated to material handling, facilities, work cell updates, visual aids, poka yokes, etc.• Responsible for FMEA for logistics and quality.

-Responsible for the Quality Assurance for two Facilities of the Aluminum Extrusion, Foundry, Painting, Anodizing and Dye Sublimation.-Responsible for the quality concerns solutions and immediate corrective actions, contentions, and preventive activities.-Responsible for 6 Engineers, 70 Inspectors (union), 10 Technicians.-Responsible for the well management budget.-Management of customer satisfaction: scheduled visits for follow up and technical advisory for the manufacturing processes and the usage of our products.-Implementing strategic plans for business impact/ improvements.-New products implementation through APQP and PPAP methodologies.

-Responsible for maintaining main communication between the supplier company (FORD) and TUPY. -Implementing containment actions to improve the processes back in Mexico. -Controlling the scrap rate through actions taken within Tupy based in Mexico and TAFCO. Employed strategies to reduce new product scrap rate from 5.3% to 0.6% in a Ford Engine Plant facility. -Responsible for establishing the appropriate procedures and processes regarding the quality block/casting/engine.-APQP, PPAP, NPD (New Product Development) follower and facilitator for new/updated products between Ford and Tupy.-Supplier support representative with the technical skills and knowledge about the foundry processes.-Responsible for the commercial standpoint regarding chargebacks and concerns between Ford and Tupy.-Proactively improving the machining process at the engine plant.

-Team member of a new motor product development: usage of the statistical tools and responsible for customer satisfaction achievement.-Deep knowledge on six sigma tools such as DOE analysis, optimization of parameters, and identification of significant variables for process control and improvement across the system.-Development of two critical company products of Ford. (Engine Block 2.7L & Engine Block 3.0L)

-Implementation and development focusing on six sigma projects and kaizen across the supply chain through the use of lean tools and DMAIC methodology generating significant profits to the company of $735K USD in 2013.-Implementing leader Black Belt for high impact projects focused on reducing costs.

-Responsible for industrial engineering of the molding and foundry supply chain, leading the different requirements of the Value Stream of work balance, updating procedures, and enhancement of general productivity.-Responsible for SOP (Sales Operative Planning), planning production and OEE indicators of completion of work capability. Using the right tools and with a multi-skilled team work, the OEE was improved from 63% to 89% effectiveness.-Responsible for natural business team implementation across the facility aligned to the KPI

Process Engineer Internships / Metalsa operating system(MOS) administrator-MOS Administrator internship: Standardize work course design and implementation.-Coordinator of the process engineer council meetings.-Process engineer internships: Implementation of the standardize work across the Toyota production assembly line. Balance workloads, takt time, cycle time, lead time.