Operational Safety: Responsible for ensuring that safety is everybody's top priority in the organization by establishing a strong safety culture through hazard identification, risk assessments, emergency preparedness, as well as comprehensive training programs that enable us to comply with regulations and safeguard our most valuable asset: our employees. People & Culture: Responsible for managing local staff and organizational structure, and fostering a culture of teamwork and continuous improvement, while training, coaching and developing regional talent on various competencies to ensure sustainability and employee satisfaction. Strategic & Operational Leadership: Shaping and executing long-term, annual, and short-term plans in collaboration with the management team, aiming for profitable growth in the Trenton facility and the broader NAM region. Direct management of operations managers overseeing metal fabrication, welding, coatings, assembly, shipping, manufacturing/industrial engineering, and facilities management, as well as the development of manufacturing strategies aligned with company goals. Financial & Budget Management: Responsible for P&L performance at the local level. Oversee financial activities to fund operations and increase efficiency, engaging in financial analysis, budgeting (OpEx/CapEx), and planning to support the financial health of the operations working in coordination with Financial Business partners. Regional Lean Management & Continuous Improvement:Responsible for implementing the Palfinger Production System across the NAM region, leveraging Lean methodologies like Kaizen, VSM/VSD, and 5S to enhance efficiency. Coordinate and manage Overall Plant Concepts (OPCs) and focus on improving Overall Equipment Effectiveness (OEE) across all facilities. Subject Matter Expert on regional PPS initiatives, managing reporting, facilitating goal deployment, and auditing regional improvement activities, while supporting local PPS Managers.

• Implement PPS.Connected in the region, driving lean thinking and fostering a lean culture across all functions in the region.• Accountable for lean maturity development of the plants in the region.• Responsible for regional cost within Operations and value creation strategy• Develop the Palfinger Production System roll out strategy by following the company's PPS Global guidelines and best practices• Create mid-term-oriented region and plant development plans based on value stream design together with corporate and Plant Managers• Deliver the value stream view for global capacity balancing (interface to SCM)• In charge of recruiting Plant PPS Managers (accountable = LPM)• Coaching and developing Plant PPS Managers to achieve goals• Support the recruiting process of trainees for regional PPS manager positions• Support PPS trainings for all employees in the NAM region• Responsible for implementation of and procedure to track manufacturing process KPIs• Oversee PPS education projects• Define education projects within the locations in alignment with corporate• Responsible for OPC (Overall Plant Concept - value streams and factory layout concept)• Support investment planning, approval and controlling• Support industrial engineering in factory layout planning• Create short and mid-term action plans based on PPS Maturity Audits• Develop Industry 4.0 maturity and triggers Industry 4.0 projects• Support digitalization deployment in value creation• Drive Supply Chain improvements at each location in the region by optimizing material flow and reducing lead times• Coach local Materials Managers to create and implement action plans for continuous improvement

• Design, develop, implement, manage, and monitor all Materials Management initiatives within the business portfolio, based on Lean Logistics principles.• Establish standardized methods as well as a robust Intralogistics Organization throughout the company to support company’s expansion strategy.• Leader of SAP S/4HANA implementation and transformation throughout the business portfolio.• Lead annual 4-wall Physical Inventory at the regional level• Responsible for raw materials and WIP inventory levels optimization as well as OSMI.• Manage shipping of finished goods, returns and other materials to customers, distributors, etc.• Collaborate closely with Operational, Quality and Safety functions and internal/external distribution resources throughout the North American region.• Work with domestic and international raw materials suppliers (Europe, Asia, South and North America) to optimize supply chain. • Train and performance manage Materials Management teams on processes, systems, and best practices. Measure work performance; compares results to objectives; takes corrective actions.

Responsible for managing a team of 4 Procurement planners and 4 Production Schedulers as well as 2 Group Leaders for the 2 highest-grossing business units of the plant, including the following functions:• Ensure the analysis, development and maintenance of SAP master data in relation to acknowledging orders, producing orders, ordering and shipping material to meet customer demands in a global supply chain.• Maintain only the right type and quantity of inventory to satisfy customer and production requirements to keep inventory levels appropriate and minimize obsolescence risk. Maintain action plan to reduce the number of “non-moving items.”• Report Logistics results to corporate management in the business units, as well as local stakeholders and regional management.• Optimization of planning processes by integrating I4.0 initiatives i.e. Big Data analysis to determine root causes of supply chain issues. Promoting innovative solutions to use as benchmark in the region (i.e. SAP Analytics Cloud - OTD Dashboard, Stock Prognosis Report)• Ensure the support of new product introductions (phase-ins/phase-outs) and engineering/revision changes with sales, production team and supplying plant to meet customer requirements while minimizing obsolescence risk.• Creation/Review/Approval of SOPs in accordance with the Quality Management System for compliance with internal, ISO 9001 and training standards.• Manage escalations with customers and suppliers to solve various types of issues in the supply chain.• Work in close coordination with our Financial Partner to optimize the departments cost/spend and stay within target levels.• Design and execute associate development plans throughout the Planning Department, holding annual performance reviews and structuring/approving annual salary reviews.

Lead project coordinator for all logistics improvement projects under the Projects and Methods department.Responsible for all supervisory requirements (annual performance reviews, work schedules, work load capacity, etc.).Responsible for Industry 4.0 projects in the Logistics OrganizationSupport and steer material flow improvement projects including, but not limited to Kanban design, material supermarket implementation, production Kanban loops, and milk run design.Support and steer information flow improvement projects including, but not limited to customer and vendor EDI implementation, supplier technical agreements (TLV), departmental records retention, and logistics delivery performance reporting (DPR).Support and steer material packaging improvement projects including, but not limited to returnable packaging programs, internal packaging standards, outbound packaging specifications, and vendor packaging standards.Support and steer warehouse operations improvement projectsProvide costs and benefits analysis for logistics improvement projects for inclusion in the annual business planning.Coordinate priorities, work tasks and resources to meet work demands efficiently

- Responsible for process implementation and logistics organization for safety, quality, delivery and cost functions.- Design, implementation and tracking of kanban systems according to customer demand, technical capacity and resources.- Reduced delivery-to-line lead time by 40% by sizing supermarkets and designing material flow into the point of use. Resolved material stock-outs at the production lines by doing Design of Experiments and statistics analysis for absorbing parts consumption fluctuation in supermarkets.- Designed and launched production kanban cycles in SAP (PK01) for material back flushing and replenishment- Communication/Negotiation with suppliers to establish frozen zones, lot sizes, provide forecast, packaging conditions, and information exchange medium established in the TLV’s (Part-Number specific Technical Agreements).- Launched the TCO (Total Cost of Ownership) process involving areas like Purchasing and Quality for product ramp up and localization of supplies.- Vendor DPR (Delivery Performance Report, aka, OTD) 7.2% improvement by establishing KPI guidelines and adjustment of SAP MRP key parameters.- Project leader for the Implementation and roll out of the NEWLOG SAP IT Templates, reporting 100% completion- Preparation for and direction of 2013 Logistics Assessment by Logistics Country Unit, showing a 25% improvement.- Supported the material handling portion of 8 assembly areas into a new facility with no impact to customer (buffer production scheduling, storage locations rearrangement in SAP, transfer of parts and setting up of destination storage locations) according to plan.- Design and launch of internal milk run for material delivery/replenishment to the production lines.- Routes design, training of material handlers, process audit to ensure right methodology is being followed.- Implemented/rolled out EDI connectivity with major (domestic and international) suppliers.

- Continuous Improvement Processes implementation/evaluation, through Value Stream Mapping/Design development.- Supplier development and Supplier Assessment (domestic and international)- Negotiations with specific supplier to reduce cost in packaging materials by developing new packaging.- Achieved ISO 9000:2008 ceritification by establishing, coordinating, auditing the Quality Management System according to the aforementioned standard. - In charge of implementing activities to improve Quality Dispatch and Service Level for the Distribution Center.- Improvement: 7.96% (from 92% to 99.96%)- Liaison between RBME and RBLA Robert Bosch LTDA (Brazil) in order to comply with requirements for Warehouse Worldwide Award Indicators for the Power Tools Division.- Resolved C/AU audit findings for compliance with company local and global policies.- Member of the GLC-NA committee (Warehousing and Transportation Information Exchange – Best Practices)- Project leader for Process Optimization in RBME Distribution Center at SMO with KIT (Karlsruher Institut für Technologie)- Created/launched procedures/processes for quality assurance at receiving and shipping.- Managed quality auditors to apply and execute measures that increased our customers (internal and external) satisfaction up to a 12%*.

Stage: Robert Bosch S. de R.L. de C.V. (Distrito Federal, Mexico) 09/2009 to 04/2010Main Activities- Member of the Air and Sea freight Tender project core team in the Logistics department, participating in 3 subsequent RfQ’s. Coordinating project nation-wide with all Mexico sites.- Negotiations to reach savings of $1.7 Mio USD in Logistics Service Providers and bundling in the highest level.- Established contracts with two new LSP’s and their acceptance for an additional 2% decrement in cost on 2nd contract year.- Responsible for monthly KPI’s establishment/reporting from new LSP’s board of management and its evaluation.

Stage: Frenados Mexicanos S.A. de C.V. (Saltillo, Mexico) 02/2009 to 09/2009Main Activities- Leader of the Standardized Work Operations Project (project design and execution, in coordination of a CFT). Reporting directly to Plant Manager.- Decrement of Cycle Time in CNC Machining Area (from 14.27 min to 8.96 min) and Assembly Area (from 9.8 sec to 6 sec) through time studies (MTM1, Zebra Software) and improvements.- Development of Standardized Work Operation Sheets, Line Balancing.- Design and establishment of Problem Timed Escalation Diagram and Procedure in Continuous Improvement Meeting Point (reduction of average downtime from 17 min to 6 min).- Support in development of PFMEA for production lines in order to comply with customer (Chrysler, Ford, GM, Dana, Navistar) and ISO TS 16949 requirements.- Support in customer audits for Process related issues.

Stage: Frenados Mexicanos S.A. de C.V. (Aguascalientes, Mexico) 08/2008 to 02/2009Main Activities- Developed and implemented a 3-day New Hire Orientation Program for all associate levels- Established program into Quality System through a procedure in order to fully comply ISO TS 16949 requirements.- Took responsibility for fully update/creation of Job Description plant-wide (100% compliance with Quality System.).- Translation/Adaptation of procedures for Ford Q1 Certification, in coordination of a CFT.- Application of Lean Management Techniques in administrative process.- Auditor in 2008 Physical Inventory at Warehouse (99.2% accuracy)

- Responsible for implementation of department-wide Lean Manufacturing philosophy (BHS-Bosch Human Resources System).- Coordination of Professional Development Trainee program in Mexico (nationwide), reporting intakes and details to Robert Bosch S. de R.L. de C.V. (Mexico City).- Responsible for administrating Training Program StART (Standardized Associate Readiness Training). Reporting directly to North America headquarters in Farmington Hills, USA for all training modules coordination in Mexico.- In charge of conducting Continuous Improvement Point meetings in order to improve operations.

- Designed and launched the Critical Operations Certification Program “CERTIFICA” (Welding, Hi-Pot Testers, Labeling, Multi-press).- Achieved a production efficiency increment in a manufacturing cell (from 85% to 92%) by the application of the program.- Analysis of production capacity (including workforce and equipment) along with the engineering department to define New Product Introduction possible dates.- Reports designer and developer in TRESS Personnel Administration System (Training Module).- Created/rolled out training programs according to the core competencies of each internal customer.- ROI analysis to structure annual training budget and integrate into Business planning and specific internal customer’s bonuses.