Dwighd Delgado, Cqe Email & Phone Number

Washington, Dc, Us

Gaithersburg, Maryland, Us

For engineering, manufacturing and business leaders who want to grow revenue and drive down costs, SOS® identifies and weeds out the root causes of problems - not just the symptoms. We work with your teams to implement long-term solutions to your unique challenges, create delighted customers, and help you beat your competitors. Manufacturing operations consulting services: "Improve profitability by implementing proven solutions to complex operations issues." Created company; responsible for all business and consulting operations, including project based subcontracting. • Manage quality and technical assessments, strategic plans, business plans, large capital equipment and supply chain projects worldwide. • Adjunct Professor of Lean Six Sigma at Quinsigamond Community College (Worcester MA); active in multiple Advisory Boards. • Developed and launched an added value ESOL community program, and instrumental in securing grant for funding program. • Client locations included USA (multiple states, including MD MEP Contractor), Asia (Korea, China), and Europe (France, Poland, Netherlands).• Community Service: GWU Office of Innovation & Entrepreneurship (New Venture Competition Judge), TEDCO (MERL - MD), and the Technology Council of Maryland (VMS - MD), besides others.

Lakeland, Florida, Us

For Christian CEOs and business owners who want to develop their leadership teams, exploring biblical business principles, discussing real-time case studies, and sharing industry best practices. Take your organizational development to the next level via monthly Next Level Leader workshops, in parallel with (but separate from) our monthly CEO retreats.

Plano, Tx, Us

Marketplace Chaplains provides personalized and proactive employee care through the use of dedicated Chaplain Care Teams for each company location. Chaplains are voluntary to use, neutral from company operations, and conversations with them are strictly confidential. "Praise be to the God and Father of our Lord Jesus Christ, the Father of compassion and the God of all comfort, who comforts us in all our troubles, so that we can comfort those in any trouble with the comfort we ourselves receive from God." 2 Corinthians 1:3-4 NIV

Columbia, Md, Us

The Maryland Manufacturing Extension Partnership (MD MEP) is a Maryland independent 501(c)(3) non-profit funded by the Federal government, the State of Maryland, and industry. Our charter is to grow manufacturing in Maryland by making manufacturers more competitive and more profitable, targeting top line growth and bottom line improvement. In excess of $5M in impacts reported to NIST MEP. • 2014 engagements included Strategic Planning (Charles County), Yield Improvement (Queen Anne's County), Facilities Layout (Anne Arundel County), Supplier Scouting (Montgomery County), and Leadership Coaching (Charles County), among others. • 2015 engagements included Quality Management Systems Assessment (Garrett County), Facilities Layout (Charles County), Competitor Assessment (Baltimore County), 5S and Facilities Layout (Anne Arundel County), and Standard Work Kaizen (Charles County), among others. • 2016 engagement activities included Quality Management Systems Fundamentals Implementation (Charles County), 5S Training (Anne Arundel County), and Strategic Leadership Coaching (Charles County), among others.

Worcester, Massachusetts, Us

Privately owned service provider of application-adaptive ceramic machining and polishing of silicon carbide components and other advanced ceramics. Recruited to turn around under-performing operations. •Improved revenue per employee +5.6% 2nd half of 2011 despite a precipitous -17.7% decline in sales; positioned Operations to improve EBITDA +248.1% and Net Income +162.0% in 1st half of 2012, due to increased revenue shipments +25.7% and improved revenue per employee +45.6% (highest productivity ever >7 years). •Re-energized a dormant lean manufacturing program via sustained 5S+S audits, a standard work kaizen (eliminating significant rework), and a preventive maintenance kaizen (creating a systematic approach to improve machine uptime), in addition to benchmarking companies espousing self-directed work teams. •Established a machine tool technology co-op program with local technical vocational high schools, while serving on a MACWIC Steering Committee and Advisory Boards at Quinsigamond Community College and Worcester Technical High School; provided recruitment guidance and assistance at WTHS via a MACWIC Ad Hoc Committee.

Eagleville, Pennsylvania, Us

Privately owned manufacturer of custom imaging, sensing, and fiber optic systems for the aerospace and defense markets. Contracted to prepare manufacturing for significant growth. Identified and addressed a variety of supply chain issues. Implemented new procedures and trained personnel in lean manufacturing methodologies.

Keene, Nh, Us

Private equity owned Manufacturer of precision infrared optics, subsequently acquired by a global Fortune 250 Company. Recruited to turn around under-performing operations, implement new capital equipment, and improve processes, while improving profitability; key member of team charged with positioning firm for profitable growth and 9 figure liquidity event.•Implemented the Danaher Business System within 2 months of the acquisition, including daily management walk thru’s, +QDIP performance indicators, and multiple kaizen events; achieved ISO 9000:2000 certification. •Increased revenue shipments 42.7% 2nd half of 2007, reducing past dues 20.4% in 2007; revenue shipments June 2008 YTD (6 months) exceeds 2nd half of 2007 (6 months) by 21.9%, and past dues reduced an additional 60.0%. •Improved EBITDA 57.5% and increased L3M inventory turns to 7.43 (+80.0%) during 2nd half 2007; EBITDA for June 2008 YTD (6 months) exceeds 2nd half of 2007 (6 months) by 24.7%.

"Specializing in the turnkey startup and turnaround of technical manufacturing businesses"•Identified root causes and corrective actions required to address an incoming quality issue at a USA distributor, that was not well understood by their Korean partner and their manufacturing affiliate at their operations on site in China. •Board of Directors member and equity partner, co-leading a group of seasoned technical experts formerly with General Electric and with approximately 300 years of experience in the startup and turnaround of high technology manufacturing operations in >14 countries.

Supplied operations consulting, troubleshooting, and turnaround services for subsidiaries of parent SPECTRIS, while based out of Fusion UV Systems, a manufacturer of industrial ultraviolet curing equipment enabling chemistry conversions for improved product performance.•Implemented >$7.1 million in cost productivity projects during my 14 year career with Spectris/Fusion.

Identified and successfully addressed various operations and business performance (profitability) issues for manufacturer of nuclear and infrared sensors and industrial equipment used for process controls.•Reversed outsourcing decision that jeopardized quality and delivery of critical components impacting 90% of product line by justifying in-sourcing and gaining corporate support and local management buy-in.•Reduced $500,000 in annual temporary and overtime labor costs to $100,000 (80%) by implementing improved planning and purchasing, while mentoring supervisors and enforcing approval guidelines.•Re-energized stalled Lean Manufacturing by implementing “Lean On The Run” approach, resulting in a 60% labor cost reduction while increasing output in repair area, using only 33% of original floor space.

Instrumental in initiating and implementing culture change in supply chain management for company specializing in industrial vibration monitoring equipment used for predictive maintenance.•Saved 200 jobs and ensured company’s viability by developing alternate supply chain within six months of announcement that previous sole source supplier (impacting >60% of revenue) was going out of business.•Designed methodology to shorten lead-time for vendor qualification; provided detailed recommendations addressing planning and purchasing deficiencies in Logistics.

Mentored replacement and operations direct reports while on special assignment at sister company in Germany.•Implemented Strategic Facilities Plan that resulted in $2.8 million cost savings; reduced inventory by $1.6 million; accelerated new product development; achieved ISO 9000:2000 certification.•Identified and suggested corrections at strategic Japanese customer’s facility that led to $250,000 order, avoiding $100,000 in potential warranty costs and securing a long-term customer relationship.

Implemented Lean Manufacturing; absorbed Engineered Products; overcame key account management issue.•Created and developed a high performance Manufacturing organization responsive to rapid changes in demand, facilitating a 15.7% average annual growth rate in business from $17M (1990) to $84M (2001). •Achieved 2000 PBIT major increase of 59.9%; identified >$2.5 million in cost savings in 2001 and >$1.8 million in 1999; developed Strategic Facilities Plan to maintain competitive edge.•Led due diligence team for proposed domestic acquisition; received Invention Disclosure; earned Maryland Quality Award; adopted Quality Function Deployment (QFD).•Expanded new supplier qualification methodology by successfully securing an alternate supplier to counter annual price hikes from sole source supplier, resulting in >25% reduction in component costs and improved life >100%.

Maintained competitive edge by upgrading global supply chain for improved quality, delivery, and costs.•Achieved 1997 PBIT of 26.6%; conducted due diligence for proposed offshore acquisition; improved inventory turns 48% and cycle count >96%; consolidated core technology operation.•Aggressively streamlined the existing supply chain by >60%, rewarding performance while pruning less-viable suppliers. Implemented new PCB supplier and test strategy, reducing plug-and-play defects >15%.

Prepared company division for decentralization, facilitating sale and acquisition by UK company in 1996.•Achieved ISO 9001 certification; earned Customer Satisfaction Award; decentralized corporate support functions; consolidated assembly operations.•Introduced a new supplier problem-resolution methodology that eliminated deficiencies costing $30,000 a month in warranty expenses which threatened ability to meet customer commitments.

Played key operational role in successful IPO (1994) via timely turnaround performance of core technology, for manufacturer of industrial ultraviolet curing equipment for the Imaging, Semiconductor, and UV Curing markets, enabling chemistry conversions for improved product/process performance.•Turned around the delivery, quality, and cost performance for a critical core technology component; achieved ISO 9002 certification; managed proprietary technology supplier partnership.•Earned Customer Satisfaction Award for outstanding Manufacturing teamwork in support of Sales and Marketing objectives.•Introduced a new customer problem resolution methodology, key to successfully salvaging a high-visibility strategic European account at a $250,000 installation.

Boston, Ma, Us

Led transfer of next-generation technology into manufacturing for quartz and glass halogen light sources, facilitating further plant consolidations. •Implemented >$7.7 million in cost productivity projects during my 14 year career (1977 - 1991) with General Electric in 2 businesses, GE Lighting and GE Ceramics. •Turned around $10 million key technology transfer project from Japan, resolved management crisis, and recovered five-month delivery deficit by year end. Implemented cost improvement programs totaling $2.2 million.•Provided project management for >$15 million key technology transfer that generated $40M incremental revenue by 1991; turned around critical new product introduction; boosted net income $1.5 million annually via 1987 development of offshore technology transfer to Mexico.

Boston, Ma, Us

Led startup and manufacture of key components, electronic ceramic packages required for high power semiconductor devices, in a Mexican maquiladora which grew to 100+ employees within 2 years. •Earned Managerial Award for innovative pay-for-performance system; transferred the majority of post-firing processes for multiple product lines, achieving $3 million in shipments within two years.•Achieved on-time completion within five months and under $600,000 budget for 1984 technology transfer to Mexican maquiladora shelter operation.

Boston, Ma, Us

Led technology transfer of new products and processes into manufacturing, concurrent with producing existing products such as miniature, subminiature, incandescent, photographic, and electroluminescent light sources, while precipitating culture change.•Transferred new product technology and implemented annual cost improvements of $663,000 in 1981, $998,000 in 1982, and $2.3 million in 1983.•Earned Managerial Award for leadership role in new product introduction; implemented centralized materials management program and reduced inventory $500,000.

Master, Theology

Master, Engineering Management

Bachelor, Industrial Engineering

High School

Education record

Doctor'S Degree, Ministry