Restructured the Industrial Engineering and Lean Six Sigma functions, defining key initiatives aligned with site and corporate strategies. Project managed the implementation of standard operational processes, procedures, templates, and trained cross-functional, multi-site teams in HVM and NPI manufacturing. Developed metrics dashboards to provide actionable insight to improve operational excellence and maximize profit. Collaborated with stakeholders to ensure strategy roll out and buy-in.- Transformed the Innovation Center area and its operations by optimizing workflows and standardizing processes, Improving Efficiency and reducing lead time on stations assembly from 5 to 1 week, while reducing cost by 25%.- Developed SharePoint portal and scorecard dashboard to track performance and conduct Monthly Operational and Quarterly Business Reviews with stakeholders and executive leadership, enabling effective communication.- Managed the layout optimization of the factories in Irvine and San Jose simultaneously improving shop floor utilization by 30% in SJ and improving efficiency by 20% in Irvine while attending COVID safety requirements.- Improved Indirect Labor engagement by creating a Practical Problem-Solving Program focused on PDCA, A3, Kaizen Event and VSM Training. Projects originated by the program generated $500K in savings during the first year.- Took the initiative to develop a comprehensive onboarding and training program, for new hires reducing onboarding time from 6 to 3 months, partnering with HR to standardize the method across all other departments.- Hired, managed, and developed a team of 7 high-performing engineers and technicians, supporting 2 mfg. sites.

Responsible for managing the daily operations of 3 critical accounts in the Wearables, AR, and Computer Network sectors. Supported Business Unit and Finance on developing monthly business unit forecasts and cost management. Defined measurable goals to improve operations KPIs/OKRs and maximize profitability for NPI and mass production (from PCBA to HLA). Built solid customer relationships, identifying people and capabilities needed to fulfill customer/product requirements.- Increased On Time Delivery from 53% to 100% while improving Customer Satisfaction from 60% to 85%.- Created a system to track end-to-end status of production builds, and new product build readiness, slashing reporting time in half while saving $100K. Driving clear communication and alignment with customer’s teams.- Chosen by the Global VPs of Business and Operations to project manage a factory shut down and transfer. Leading a cross-functional multi-site team, meeting an aggressive timeline of 6 months while securing customer demand.- Coordinated cross-functional team and BU to define KPIs and SLAs used to measure Jabil's Computer Network NPI business performance, with $25M/year revenue, aligning Business Dev, Ops, and Customer on business objectives.- Program managed a cross-functional team on the expansion of strategic customer's NPI manufacturing capacity from prototypes through mass production. Streamlining processes while exceeding customer expectations.- Managed a cross-functional team of 35 highly technical employees on improving operational processes and KPIs.

Directly supported the VPs of Business and Operations on the development of a strategic plan to increase overall factory capacity, new capabilities integration, layout, and efficiency improvement. Streamlined operations through mapping workflows for new and existing products/business processes. Aligned key stakeholders on projects’ objectives and timelines.- Owned and managed a large-scale project of $10M to fully transfer a recently acquired capital equipment factory. Expanding and scaling operations from a 60K sq. ft. to a 110K sq. ft. facility, within a tight deadline of 12 months.- Led and directed a multi-discipline team of 20 people raging from managers, supervisors, and suppliers in the completion of the factory transfer activities.- Improved and standardized 10 key processes for the new business model through process mapping, OKR and KPI analysis to reduce waste on end-to-end process flows, achieving lead time reduction of 18%.- Established trusted business relationship with the customer to develop and implement the NPI Center, creating new business processes, and manufacturing space at the customer site, generating an extra revenue of $250K/ month.- Supported corporate ESH on the resolution of critical Safety issues, increasing Safety awareness through training and engaging cross-functional team on the development and implementation of Safety standards. Improving audit results and complying with OSAH/ISO Standards.- Managed the implementation of production management system to track capacity and production status, improving On Time Delivery by 20% per area.

Program managed the Lean Six Sigma cultural transformation at Jabil’s largest site in Europe with revenue of US $1.4B/year. Developed the LSS Team, leading transformational change at a multi-site environment. Engaged 3500+ employees on creating value to our customers. Project managed improvements at mass production, BTO/CTO and NPI production models.- Spearheaded the Lean Six Sigma Program implementation factory-wide, cultivating a high-performing environment by setting goals, providing direction, coaching and feedback of continuous improvement initiatives.- Launched multi-disciplinary initiatives, improving Lean Maturity Assessment score from 395 to 463, achieving Best Lean Plant Award for Jabil Hungary, among over 100 factories worldwide.Supported annual strategic planning and road mapped the top 20 projects that generated savings of $1.9M/year and facilitated factory-wide strategy deployment resulting in overall savings of $7.3M/year.- Designed the site's Lean Training Strategy, trained, and mentored 33 managers, elevating managers skill set while achieving 100% leadership engagement on Lean Six Sigma Bronze and Silver Certifications.- Implemented model cell program transforming high volume production cells by applying cell layout design, playbook/standard work, SMED, visual management, line balancing, ergonomic station design, material replenishment, etc. improving overall OLE by 25%.- Supported corporate team on the development of the Lean Training Program by creating training presentations, practical simulations for Problem-solving, PDCA, A3 Report, Lean Principles and others as part of the internal certification package.- Grew the Lean team from 2 to 10 Lean Coaches and Technicians, accelerating company-wide Lean Transformation.

Collaborate with the BlackBerry Business Development and Operations Management team to define organization-level strategic goals, incorporating them to the Lean Six Sigma strategy deployment plan, targeting cost reduction at the RIM account (revenue of US $300M/year). Responsible for the training of 3000+ employees on Lean Principles and problem-solving, developing leaders into change agents. Reporting the deployment status to the management team and conducting operations excellence reviews with the customer.- Implemented Lean Council to bring together finance, business, and operations to identify main improvement goals based on KPIs, P&L variance report analysis and VOC requirements.- Updated process Scrap monitoring system reducing reporting time by 60%, achieved US $2M savings through teamwork and active coaching applying problem-solving approach to Scrap reduction projects.- Improved direct labor engagement by creating a robust Employee Suggestion System, tracking the implementation of 1000+ ideas within 6 months of release. Helping to increase Employee Satisfaction.- Provided coaching and mentoring to Engineers, Green Belts and Black Belts (20 Green Belts and 10 Black Belts) trained in 2012. Direct leadership of 6 Green Belts and 2 Black Belts.- Being the catalyst for driving improvement process, motivating employees to participate on SMED, 5S and Kaizen Events, reducing change over by 30% and generating US $50K/month in saving.

Provided key support to the Global VP and Director of Operations on the planning and deployment of organization-wide strategic initiatives in Jabil's Consumer Electronics Division (CED). Created company-wide solution to provide data-driven strategic recommendations and drive Continuous Improvement actions to improve 12 key operational metrics. Managing remote high-level meetings and in person quarterly strategy reviews with the operations managers from LATAM, Asia and Europe regions for strategy alignment. Supporting sites in Brazil, Mexico, Hungary, Ukraine, India, China.- Developed an innovating SharePoint based eco-system to track strategy deployment status through global KPIs trends, projects status, and best practices sharing between the 21 factories in the division.- Consolidated metrics reporting by streamlining data from 21 factories into one executive-level dashboard, providing clear visualization of performance data to the organization and stakeholders.- Instrumental on the training and facilitation of Value Steam Mapping Events to reduce waste and improve throughput in 50% of the manufacturing sites in LATAM, Europe and Asia.- Maintained customer demand fulfillment and increased customer satisfaction by 15% while leading the transfer of NOKIA manufacturing operations from Jabil Hungary to Ukraine.

Responsible for the global development of key processes, metrics, performance indicators and training programs for Jabil's QMS in the mobile phones and consumer electronics division. Supporting the hiring, onboarding, and talent development of Quality Engineers in both LATAM and Europe regions. Responsible for customer-facing communication, interacting with the customer on regular basis. Supporting site's operations in Brazil, Mexico, Hungary, Ukraine.- Built and fostered a 10+ Quality Engineers and 20+ QE Technicians team through training on supplier and process quality, ensuring operations readiness to start factory operations in Ukraine.- Developed internal process and coordinated the global implementation of reliability laboratory for the NOKIA account. Awarded by NOKIA as the best laboratory amongst their suppliers.- Standardized and improved the quality department's CRM capabilities including standard communications, standard 8D reporting and problem-solving, when dealing with customer complaints.- Introduced quality first mentality, training the QE team on PFMEA and Control Plan, helping to drive actions to reduce RPN across the main product families, resulting in FPY above 98% at product start.- Improved ESD score from 35% to 70% while generating $50K on monthly savings for Jabil Ukraine through conceptualizing and leading the Global ESD program implementation company wide. Project was nominated as one of the company best practices.

Leading the Quality team (20 people), in all aspects, for mobile phone manufacturing Business Unit with processes comprising of SMT production, sub-assembly of plastic parts and final cell phone assembly.- Led FMEA and Control Plan creation for a portfolio of 20 different products. Leading New Product Introductions (NPI) from Quality perspective.- Led Six Sigma projects to reduce scrap of plastic parts by 10% and increased First Pass Yield by 5%.- Led Continuous Improvement, ESD and CAPA processes. Driving Quality Circles to reduce scrap and improve cost of non quality.- Supporting audits for supplier's qualification and 8Ds management for material related issues.- Being the liaison between customer and the cross-functional operations team addressing customer complaints timely, improving Customer Satisfaction.

Coordinating quality activities for video and audio devices board assembly. Driving improvement project and quality claims within the customer process and internally. Representing Jabil at Customer Satisfaction Reviews with the Customer.- Implemented Customer Satisfaction Score Card. Directly reporting the results to the customer and participating on QBR (Quarterly Business Reviews) being the liaison between customer and internal management team.- Responsible for driving CAPA through 8D Methodology for Customer quality claims.- Trained 8 Quality Technicians developing them on problem solving and quality tools.- Successfully drove the transition from Pb to Lean Free Soldering achieving total retrofit of equipment, warehouse material management and visual controls to avoid cross contamination. Cooperating with Jabil Poland for Global Implementation.

Responsible for quality assurance at automatic insertion (Axial/ Radial/ SMT) and manual circuit board assembly lines. Driving improvements on machine PPM through quality improvement teams.- Responsible for monitoring main quality indicators reducing machine PPM errors from 1500 PPM to less than 500 PPM.- Drove 3 Quality Improvement Teams for FPY Improvement (US $100K/year savings).- Developed daily audit for operators reducing shift changeover from 15 min to 5 minutes.- Responsible for FMEA and Control Plan application and auditing on the shop floor.- Developed operators training material on product assembly, IPC Inspection, component color coding and 7 Quality Tools. Trained over 500 operators.- Monitored and reduced machine PPM errors from 1500 PPM to less than 500 PPMDrove 3 Quality Improvement Teams for FPY Improvement (US $100K/year savings).

Supporting the engineering team on the NPIs implementation, new production lined set up as well as focusing on ergonomic improvements and cost reduction activities.- Development of Work Instructions and training of operators for 3 new products- Led improvement project for CRT Scrap reduction ($3K/month) and IC fine pitch rework process ($5K/month)- Owned BOM analysis, comparison and implemented Kanban based material replenishment, reducing line set up for NPI.