Airplane assembly and manufacturing, Everett, Washington• Identified and solved leaks and residues on the planes' hydraulic components through the implementation of a quality alert, a cleaning process and process improvements on the hydraulic system which resulted in eliminating 38 hours of overtime per plane manufactured (380 hrs. saved as of now).• Developed a handbook of A3 for engineers to solve technical issues through implementation of tools’ analysis to identify root causes.• Structured Continuous improvement projects to resolve defects.• Developed SRRs JV 787 induction program of the planes and provided and improved scheduling.

Hands-on operations and business development executive with over 20 years of experience driving turnarounds, improving efficiency, and increasing profitability through exemplary strategic planning and process improvement. Adept at analyzing business needs address complex issues. Broad-based expertise includes P&L leadership, budgeting and forecasting, business development, resource management, sales, distribution, manufacturing, purchasing, operational improvements, quality, engineering, and training human resources. Dedicated to building and developing cross-functional teams that exceed expectations.

Senior ConsultantResponsible for evaluating, analyzing and improving processes and personnel performance; • Executed a tailored training program, based on the processes’ plant, for managers, engineers, technicians and production personnel.• Identified weak areas to strengthen them I applied a strategic program of tooling updating, redesign, maintenance and processes improvementsAccomplishments:• OEE 92% and FTQ 97.2%. contribution by initiating and spearheaded high-performance teams and PIT groups• Monthly scrap reduction from $27,000 to $3,500 per line• Mini down times reduction from 239 Hrs. to 129 Hrs. (54%)• Major overtime reduction

Market research analysis to provide fact-base data for an industrial filtration equipment manufacturing company to get established in Mexico. • Undertook direct interaction with potential customers and directly experienced the real environment and conditions to identify their needs.• Gathered and analyzed the customers’ raw data to identify latent or hidden needs to develop a market strategy.• Created and developed innovative services and solutions based on customers’ needs.• Analyzed and evaluated the technical and economic feasibility of providing services and technical support as well as what the competition offers in the marketplace.• Developed an economic analysis process including cash flows and ROI.

Responsible for leading a turnaround to prevent bankruptcy and resolve problems with late deliveries, excessive inventory, high costs, and poor quality • Completed the turnaround within three months, which led to a contract with Pepsi• Achieved 50% reduction in labor costs as well as direct and indirect costs, representing over $260,000 a month• Reduced inventory by $2.5 million from a high of 2.5 times monthly sales• Increased productivity by 300% in some areas and by 400% in others without significant investment• Crafted a production schedule to eliminate idle time for personnel and machinery, which had reached 70% downtime in some cases• Responsible for 7 managers and 160 employees

Responsible for providing manufacturing and operations expertise to diverse international clients• Transferred operations from Detroit to Mexico for a tier 2 automotive part manufacturer • Implemented production and planning control, mapping value stream, project management, supply chain management, cost-driven analysis, and a training program for a construction company, which increased weekly program from 25% to 85% and improved manpower productivity from 35% to 90% • Employed and Supervised a staff of 7 people

• I succeeded where others failed; I transformed a plant with high turnover, union difficulties and a high percentage of rejected products. As a result, sales were increased from US$10,000,000 to US$18,000,000. with clients such as GEAE, Pratt & Whitney, Honeywell, EMD, and negotiations with MTU Aero Engines.• Created developed and implemented manuals and training courses for machinery operation, quality control and troubleshooting. • Modified, improved and redesigned tooling and process as a result (JIT) flow process was achieved. Also introduced and implemented Continuous Improvement Program; TPM, “5S”, Kanban, and Lean Manufacturing