Internationally recognized, PEAK International provides a full spectrum of Quality and Productivity Management services . We specialize in elevating the Performance and Quality of our clients products and services. Founded in 1987, PEAK specializes in World Class Quality Management Systems Development and Implementation. We are Six Sigma experts with a high degree of knowledge in statistical methods. Our goal is to reduce variability in every business practice within an organization. We rely on data-based diagnosis in correcting and improving processes. We promote the implementation of relevant measures and metrics (CTQs) all over the organization, and the linkage of these measures to form performance indicators, thus enabling the highest levels of customer satisfaction

Management Consulting, Quality and Productivity ImprovementAssisted in the development of training programs for the implementation of Statistical Process Control. Responsible for translating statistical concepts into terms and practices that could be easily understood by non-statisticians.Trained and implemented Statistical Process Control (SPC) using a Team-Based concept.Developed Supplier Quality Programs using SPC and implemented.Facilitated performance improvement teams that saved on an average of $1,500,000 annually.Developed New Product Introduction and Design Review processes.Conducted additional classroom training for Quality Managers and teams on:Problem SolvingCorrective and Preventive ActionCause AnalysisDecision MakingProblem PreventionWrote one of the first SPC implementation manuals in Spanish and conducted training in Mexico.

Responsible for the strategic and day to day management of all operational engineering functions: Manufacturing, Industrial, Design, Process, and Facilities; also responsible for Machine Shop, Facilities Engineering and Maintenance, Equipment Maintenance, and Tool Repair.IOLAB is the world's leading producer of Intra-ocular Lenses for cataract surgery. The main processes included Injection Molding, lathe cutting, drilling, plastic forming, and heat staking.Accomplishments:Through significant process improvements including methods and equipment increased productivity and throughput ten-fold and in the process achieved market dominance.Increased first pass yield from 2.5% to 75%.Opened new state-of-the-art facility while still operating the old.Improved overall product quality and customer satisfaction.Established and justified a new Advanced Manufacturing Engineering Department and reduced overall time to market of new products. Overall savings in labor and material of over $5,000,000 annually.

Established the first formal Industrial Engineering department at Parco. Responsibilities included establishment of engineered workflow and methods, work measurement standards, labor-reporting system, cost reduction program, plant capacity, plant layout, continuous process improvement, standardized work, and capital budgeting. Major accomplishments included the implementation of cell manufacturing, consisting of a new and improved plant layout that allowed for a projected five-year expansion. Immediate results achieved a 50% increase in capacity and a labor reduction of 25%; a savings of over $1,500,000 in labor alone; Developed a standard cost system that allowed better visibility on cost and facilitated decision-making; Developed a material tracking system which immediately reduced material losses by 15%.Parco is a manufacturer of precision molded rubber products with processes including rubber compounding and mixing, extrusion, compression and insert molding, finishing, and inspection.C.R

Responsible for the strategic and day to day management of the Industrial Engineering function including: The development, organization, and supervision of the departmental goals and objectives. The workload was divided into daily floor support and continuous improvement projects.Establishment and maintenance of systems conducive to achieving the lowest feasible cost-structure.Plant layout; Material flow and handling; Labor standards; Specifications; Methods improvement; Tooling and fixture design; Equipment selection and justification; Maintenance of standard cost catalog.Administration and direction of the company's cost improvement program, plant safety, plant emergency organization, and energy conservation.Monitoring of the company's operating costs; development of alternatives to increase plant capacity; identification and implementation of automation strategies; new product introduction and transfer to manufacturing.MAJOR ACCOMPLISHMENTS:Consolidated operations, previously spread out over 5-7 buildings into a single state-of-the-art facility. All of it accomplished with a minimum of downtime and zero impact to customer service. Re-engineered assembly department from predominantly assembly line operations to production cells; increased productivity by 20% and reduced cost $500,000 annually.Developed and implemented the first company -wide, team-based continuous improvement process; first year savings, $500,000.Implemented a new strategy for bringing products to market. The process revolved around what is now called Concurrent Product and Process Development and used the team-based approach. Inspiron is a producer of respiratory Therapy products. The main processes included Injection molding (26 machines), extrusion (5 extruders), high volume assembly, and sterile bottle filling.

Coordinate the activities of labor, materials, and machines in the most efficient manner with the goal of achieving the optimum service level while maintaining the cost of inventory at a minimum. Constant interaction with sales and marketing, distribution, and production was maintained.Responsibilities included the scheduling of the company's pharmaceutical mixing, filling, sterilization, and packing operations which included a total of over 150 employees, and $20 million in yearly sales.

Responsibilities included plant and departmental layout, allocation of all company space, labor standards development and maintenance, cost reduction, budget control, equipment selection and justification, and methods analysis and improvement (high volume medical device assembly).

Responsible for the supervision of 35 -70 clean-room operators engaged in the mixing, filling, and sterilization of high volume parentrals/ intravenous solutions; also responsible for the start-up and qualification (FDA) of a new facility.MAJOR ACCOMPLISHMENTS:Increased productivity from 3,000 units per day to 30,000 units per day through reduction in failure rates and increase in up time. Went from an average labor cost of $.96 per unit to $.096 per unit, a savings of over $5,000,000 per year.As a result of the above the company was able to qualify the new facility at least two months ahead of schedule.