Worked on a temporary developmental assignment to manage the production department (200 total FTEs direct + indirect) in TFS Whitby focused on:- Improved downtime reporting and follow-through- Improved quality documentation performance by 1.5x- Improved alignment of department with S&OP, rough cut capacity planning and scheduling process resulting in improved overall tactical and strategic planning.- Deployed phase 1 5S Program: Trained employees and completed the first 4S’s of the program.- Implemented the Quality Day meeting: Created a Visual and KPI Management Systems for Quality and improved collaboration between both departments.- Implemented Quality on the floor in collaboration with QA to ensure that MBRs are being reviewed and GDP issues are corrected online.

Managed the Operational Excellence department in TFS Whitby for 1.5 years focused on: - Fostering an operational excellence culture by using the various methodology and tools such as: lean manufacturing, six-sigma, pull manufacturing, OEE, waste reduction, benchmarking, performance assessments and others. - Development of education, training and coaching on operational excellence principles for all site's personnel. - Developed site Operational Excellence strategy and deployment plan for mid 2020 and 2021. - Execution and completion of projects on time and budget to achieve yearly targets. Exceeded cost savings in 2020 by >240% and re-baselined in 2021 due to business changes. Objectives were met in total net savings for the 1.5 years. - Reported to the General Manager on progress, managed expectations and risk, and ensured post-implementation benefits are measured.

- Lead six major efficiency projects (act as project manager) of the site to reduce cycle time and increase production capacity. - Report progress to internal and external (client) Global VP/Senior leadership teams.- Teamed to develop the site’s New Hire OPEX Training.- Developed site’s 5S Program- Conduct Kaizens to improve sites overall operational productivity.- Train personnel in operational excellence concepts.- Implement Daily Management Systems in the operations area (Tiered Meetings System). - Implement, teach and lead Gemba Walks.- Implement Recognition, Waste Identification/Idea and JDI Programs.- Assess manufacturing operations to identify process constraints, cycle times, human andequipment utilization, among others.- Conduct root cause analysis as required.- Enable site's cultural transformation to a proactive learning, continuous improvement driven culture.

Lead the site‘s OPEX department (special assignment).

- Oversee, plan and coordinate manufacturing lines operations and activities on a daily basis to achieve manufacturing goals.- Lead an assigned group of 42 manufacturing operators to produce products at minimum costs consistent with quality specifications and production schedules ensuring optimal use of equipment, personnel and materials.

- Teamed with the Operational Excellence (OE) Manager to set the OE foundation across the site and a 3-year deployment strategy to improve site cost competitiveness, supply reliability and culture development.- Developed the site's Lean Manufacturing, 6S, and Standard Work training. Results: More than 60% of the site (250 employees) trained in Lean, 6S and Standard Work (the training is on-going).- Developed and installed a 6S program across the site. Results: Installed 6S in Packaging, FP Lab and Warehouse areas.- Created a tool to assess capacity in manufacturing areas.- Created a tool to obtain and analyze the overall products cycle times.- Created the Process Observation Sheet (POS). The POS is a tool that consolidates SMED, Standard Work, VA/NVA and asset utilization with the objective of obtaining data to identify and eliminate waste. - Created a cycle time dashboard to track the cycle time progress of each product. - Conducted a FP Lab Documentation Review Kaizen to improve and standardize the process. Benefits: Establish cycle time and 0.5 hr reduction per review.

- Led the installation of a world-class 5S program in Eliquis manufacturing area (B41).- Generated standardized work instructions for manufacturing processes in EBR manufacturing operations to reduce 39% of cycle time or 7.25 MM tablets of increased capacity.- Developed the changeover process standardized work instructions to reduce 54% of changeover time. This reduction amounts to 4.5 lots or 13.05 MM tablets of increased capacity.- Assessed current state of manufacturing processes and provided headcount recommendations to comply with future demand forecast.- Teamed to develop Eliquis Value Stream Map for 2015 using manufacturing process knowledge acquired by hands-on observation at the shop floor. - Calculated takt time based on demand forecast and defined improvement initiatives to reach takt time goal.- Identified 28 productivity improvement projects (Kaizens) in OSD manufacturing process of Eliquis to reach takt time goal and meet projected increase in demand. These projects are part of BMS global strategy called as Eliquis Value Stream Map Projects.- Eliquis Value Stream Map Projects are projected to deliver at least 423 lots or 1.26 BN tablets of increased capacity. This increased capacity is equivalent to $1.26 BN of revenue.- Provided lean six sigma yellow belt and 5S training in order to achieve 100% yellow belt & 5S training attainment in BMS Humacao site.- Lead the implementation and served as key enabler of developing high performing teams through the implementation of the Eliquis manufacturing performance center in B41.- Performs as the link person between Production and Finance to aid in tying together the manufacturing processes and the financial results obtained from execution of those processes and also performs as the site resource for advanced data and information analysis.- Participates in the annual budget process to determine areas of opportunities and /or recommends initiatives to correct or improve financial outcome.

- Oversaw, planed and coordinated packaging lines operations and activities on a daily basis to achieve packaging goals.- Lead an assigned group of 16 packaging operators to produce products at minimum costs consistent with quality specifications and production schedules ensuring optimal use of equipment, personnel and materials.- Developed and execute packaging operation plans and manage resources effectively and efficiently meeting production schedule and maximizing resources utilization.- Responsible for the efficient operation in accordance with SOP's, cGMP's and corporate policies.- Identified operations constraints, opportunities and initiates projects and initiatives to improve productivity, customer service, organizational development, safety, quality and cost.- Assisted the Department Managers in the development of budgets, cost standards, and capital investment plans. - Assured packaging processes are performed following batch record instructions and cGMP’s. - Assessed packaging operators' performance, techniques and documentation practices assuring that they are performing accordingly to packaging procedures and records- Verified preventive maintenance schedule.- Provided technical orientation and training to the personnel under supervision.- Verified availability of materials and supplies prior to the manufacturing operations. - Investigated packaging process deviations, customer complaints, safety incidents and accident; and issues on time written investigation documents; among other essential supervisory functions.

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• Monitored performance in four production lines.• Lead an assigned group of 42 manufacturing operators to produce products at minimum costs consistent with quality specifications and production schedules ensuring optimal use of equipment, personnel and materials.• Lead non-conformance investigations and facilitate CAPA implementations upon resolution. • Tracked and monitored quality requirements and production needs. • Praise employees to promote a recognition environment. • Plan direct reports work to ensure a continuous and efficient product flow. • Report production daily. • Evaluated associates twice a year. • Responsible for compliance with all regulatory, corporate, and local policies. (Safety, Environmental, Quality, Employment, etc). • Enforce, promote and observe all safety, industrial hygiene rules and regulations established by the Company. • Manage budgets to meet department goals and objectives. • Manage manufacturing Kanban efficiency and aging WIP.• Enforce associate teamwork and recommended several process improvement initiatives.

• Achieved Project Goal: Improved safety work permits management process, created the Paperless SWP alternative process, among others.

• Achieved Project Goal: Line balancing, 49% increase in production line efficiency, $149,000+ estimated yearly savings, among others.