Developed and implemented a continuous improvement program that increased operational efficiency and reduced costs. Conducted lean management training for all employees, resulting in a culture of continuous improvement and increased productivity.Led a team of employees to implement process improvements across the entire value chain, from planting to distribution.Developed and implemented quality control procedures that resulted in a reduction in waste and an increase in customer satisfaction.Managed and led the certification process for various industry standards, ensuring compliance and adherence to best practices.Collaborated with cross-functional teams to streamline the supply chain and improve the overall customer experience.

As an Operational Excellence Consultant, I played a key role in delivering productivity improvement strategies and labor modeling solutions to clients. I took ownership of project planning, execution, timeline, milestone tracking, and ensuring the quality of work. My focus on Operational Excellence and expertise in leading Engineering Labor Standards implementations allowed me to effectively design and implement solutions that drove process optimization and cost savings for clients.

As an Operational Excellence Analyst, I supported project deliverables by collecting data, analyzing labor opportunities, applying work measurement, and assisting in designing productivity improvement strategies. With a focus on the retail industry, I used industrial engineering techniques to build Engineering Labor Standards that reflect best work practices. As a result, I was able to determine and validate the time and activities necessary to perform work in a specific organization.

As a Logistics Intern, I worked with inventory management using SAP and the cycle count method to control inventory levels. I was part of the continuous improvement team and helped adapt and implement tools to control and improve the different processes in the Distribution Center.

As a Junior Consultant for the "Mejores Empresas Mexicanas" (MEM) initiative, I worked with CitiBanamex, Deloitte, and Tecnológico de Monterrey, as well as the construction companies Construplan and Proyectos y Construcciones Virgo. My role involved providing consulting services to help these companies improve their business practices and ensuring that these companies met the necessary requirements to be eligible for recognition under the program.

As part of the Continuous Improvement Department, I overlooked two projects. Project A was identifying and separating the low runners from the high runners and creating one production line that combined all the low runners. With Project B I was involved in the implementation of Green Belt to our associates.

Two major projects: Project A was adapting the production line to the necessities of our associates. My team and I created a Kanban and a supermarket in which we had enough supplies to work for 5 hours without any communication between the warehouse and the production site. Project B had to do with the warehouse, we created the optimal routes so that the warehouse could send materials to the different production lines, which were 5.