Lead the global management of VW’s platform, overseeing operations across multiple regions to ensure quality, cost optimization, and alignment with OEM requirements. Focused on driving continuous improvement, profitability, and cross-functional collaboration to deliver exceptional results.- Effectively managed project quality to prevent major claims, maintaining customer satisfaction and ensuring compliance with OEM standards.- Achieved $1.4M in cost reductions, directly improving the project’s EBITDA and IRR through strategic supplier negotiations and operational efficiency initiatives.- Oversaw the platform globally, coordinating production and supplier management across regions, fostering alignment between engineering, manufacturing, and customer teams to ensure seamless delivery and execution.

Managed the production and lifecycle of VW's display cluster platform at the Mexico facility, ensuring alignment with OEM quality standards, on-time delivery, and cost optimization. Collaborated closely with global teams while focusing on supplier performance and operational excellence.- Executed a strategic supplier transition, bringing plastic part production in-house at the Mexico plant. This eliminated freight costs from previously outsourced components in China and reduced the product’s Bill of Materials (BOM) costs by 16%.- Managed model year transitions for the display cluster across MP21, MP22, and MP23, collaborating closely with the SW/HW development team in Europe. Delivered all SOP milestones on time, within budget, and meeting quality standards.- Improved supplier performance in the Asia-Pacific region, focusing on TFT/Display supplier. Achieved significant quality enhancements, resolved customer complaints, and secured a 3% annual cost reduction for the component.- Reinstated operational discipline by implementing weekly cross-functional project reviews with VW representatives. Introduced standard reviews in enterProj (a cloud-based gate project management suite), enhancing risk mitigation, internal/external escalation processes, and project execution efficiency.

Coordinate cross-regional teams to deliver automotive lighting projects, ensuring a successful APQP process, KPI tracking, cost-saving initiatives, and efficient timeline management.- Led the launch of an automotive lighting project for Stellantis, managing all phases of a new vehicle platform introduction in 2021.- Delivered a successful launch by maintaining a close working relationship with Stellantis, ensuring alignment on requirements and achieving all milestones on time and within scope.- Optimized manufacturing processes by implementing Lean Manufacturing and Six Sigma methodologies, reducing cycle time by 8% and improving project productivity and KPIs.- Localized 75% of suppliers for the project to domestic providers, significantly reducing freight costs and improving supply chain efficiency.

Managed the development and launch of automotive lighting projects, overseeing production line setup, cost optimization, and process improvements to ensure project success and alignment with OEM requirements.- Implemented in-house production for all plastic components, leveraging the injection molding capabilities within the facility. This initiative eliminated freight costs for these components, resulting in an 8% reduction in the BOM cost.- Led the implementation of the manufacturing line from scratch, collaborating closely with the manufacturing team on the design, sourcing, and setup of the production line. The line was completed within six months and achieved 95% efficiency upon pre-launch.- Streamlined production processes by introducing automotive manufacturing best practices, such as poka-yoke systems and lean principles. These efforts improved line efficiency by 12% and reduced defect rates by 18%.

Product coordinator for the North American customers, cost reduction and continuous improvement projects.- Achieved $1.8M in annual cost savings by implementing supplier localization strategies and optimizing material usage for USS components.- Reduced cycle time by 3.5 seconds per unit on the USS production line, increasing throughput by 10% and supporting growing demand from GM and Stellantis.- Decreased customer complaints by 40% for Park Pilot systems by leading root cause analysis and implementing targeted corrective actions, improving client satisfaction.

Led the transfer of a production line for Ultrasonic Sensor Generation 4 (USS4) from Korea to China, ensuring a seamless transition and operational readiness.- Completed the production line transfer two weeks ahead of schedule, enabling earlier production ramp-up and reducing operational delays.- Decreased freight costs by 18% by optimizing logistics routes and consolidating shipments during and after the transfer.- Work along a new training program for local operators, reducing error rates in the first three months of production.- Increased production efficiency by 15% post-transfer by reconfiguring the line layout to align with Lean Manufacturing principles and reduce material handling times.

Project manager for the park assistant ECUs in the North American division, working at the R&D headquarters to support the development and integration of Ultrasonic Sensor Generation 4 (USS4) and Park Pilot systems.- Coordinated cross-functional design reviews for USS4 and Park Pilot systems, identifying and resolving potential integration issues to meet program deadlines.- Supported software validation testing, ensuring compatibility with OEM requirements and reducing testing cycle times by 10% through improved communication with validation teams.- Prepared technical documentation for the USS4 platform, facilitating a seamless handoff to manufacturing teams and ensuring compliance with North American safety standards.

Focused on optimizing production processes by implementing leveling and lean manufacturing concepts across multiple production lines.- Implemented production leveling (Heijunka), reducing inventory fluctuations by 15% and improving workflow consistency across three production lines.- Introduced lean manufacturing techniques, such as 5S and value stream mapping, leading to a 12% increase in overall line efficiency.- Reduced downtime by 10% through proactive scheduling and collaboration with maintenance teams to address recurring bottlenecks.

Supervised four production lines for Ultrasonic Sensor Generation 4 (USS4) during the third shift (night shift), often working without direct support from other departments, requiring autonomous problem-solving and decision-making to maintain production standards.- Reduced scrap rates by 8% during the third shift through immediate corrective actions and process adjustments.- Improved line uptime by 6% by proactively addressing bottlenecks and minor maintenance issues.- Standardized operator routines across the four lines, ensuring consistent production output and improving shift efficiency.