Modine Project 2018-2018 Assist in helping company achieve in it validation & verificationof equipment project. Equipment validation support such as conducting time studies and detailed cost analysis (Bill of Materials (BOM) and routings)Assist company in updating it floor layout by analyze and reengineer production layouts.

MacLean Fogg Project 2017-2018 Assist in helping company's achieve in changing fromMinisoft software to JDE software, by conducting time studies to gain standard for routing modification.

Equipment validation support such as conducting time studies and detailed cost analysis (Bill of Materials (BOM) and routings)Line balance & optimization diagrams. Sustain current product Value Stream Map.Bottleneck Buffering Blocking and Starving

Creates and maintains standards for all departments within the assigned area. Compile time study data,input time study data, and calculate associate percent performance by individual work element andoverall performance. Analyzing current work processes for improvement, developing work instructions,develop LM procedure, build staffing models, plan staffing for DC’s, KPI metrics reporting. Prepare SAPBOM’s and documentation for procurement, creation of SAP materials, bills of material, and routings.Ensure parts for work orders are kitted efficiently and accurately. Serve as a team member on severalSix Sigma Black Project, as well as performing value-stream analysis. Serve as a change agent to thewarehouse floor; participate in CI project and lean workshop to minimize waste. Provide support to thewarehouse floor personnel. Conducting Kaizen and promoting the Kaizen Culture. Completed ValueStream studies on 6 existing kitting lines to identify and eliminate possible constraints. Use VSM todecrease waiting time by 5%, use VSM to identify bottleneck, Use VSM to studies uptime, for improvingtime per each step and the batch size along picker travelling route. Conduct Kaizen to improve bubblewrap roll on the floor by lifting the bubble rolls to reduce trip hazard by 25% also improving ergonomicsby 15%. Conduct Bottleneck Analysis which led to a belt project which reduce overtime by 40%.

Direct QCD initiatives: define key performance indicators, set targets, implement plans, track dailyresults, and make appropriate adjustments in resource planning in order to attain desired results.Manage team performance: know team problems, define areas for performance improvements withteam members, drive teamwork, lead problem-solving groups, lead workshops on quality improvementmethods ( 5S, TPM, 6M) . Directly supervise 25 to 35 employees and communicate with the ProductionManager, Production Supervisors of other shifts, and support functions to ensure a transparentinformation. Ensured 98% on-time customer shipments by solidifying deliveries for entire Aluminum Coildivision. Reduced scrap to budget by 10%.