Currently responsible for the SQDC double-digit yearly improvement performance on six sites across the Americas region, four in Mexico and two in the US. Work directly with each site’s plantmanagers and staff to set the targets and drumbeat the projects to achieve them.Large-scale merge and acquisition integration (Eaton Hydraulics) and overall project management of the largest North American campus (550M+) and four of the largest Mexico sites.Implementation of operational excellence and lean manufacturing tools supporting a global rollout. Step change performance in developing teams to elevate the organization's capabilities, create stability, and boost KPIs that hit the bottom line in an already high-performing business. • Improved productivity on all six sites on 22% average. • Potential waste elimination mapping and yearly roadmap creation on all sites to deploy an improvement roadmap. • Set up the performance management system for the entire site to manage all KPIs. • Trained all staff to follow and capitalize on continuous improvement activities. • Implemented a flexible manpower system based on demand and material availability. • Created a strong culture of continuous improvements in production areas.

Leading and managing several cross-functional teams to start up the new JLB production site on TJ while working hand-to-hand with the team to develop and deploy the Lean foundation principles on the new site. Transferring over 1.5k Different SKUs to ramp up and complete the project kickoff. Aiming to achieve 33% cost reductions and setting the site as a tier 1 supplier to the North American market.• Set up the Lean tier management system for the entire site to manage all KPIs.• Train staff on lean principles and set up a 5s+1 program.• Implement and deploy standard work on the production floor and support teams.• Development of the whole manufacturing process, including line design, capacity analysis, equipment, and people requirements.• Design of the 264,000 sq ft full-site manufacturing layout.• Accountable for P&L performance and responsible for operational expenses.• Responsible for the MP launch of all 1.5k SKUs and their adherence to delivery schedule.• Assume complete responsibility for the production process definition and setup as well as product approval.

Liaison between the customer and inventus during the development of all the consumer and industrial battery packs. While applying lean to Inventus NPI gate process focusing on making the customer experience faster and more reliable with a more agile process. Coordinated the industrialization, line design and process set up of each line in the Tijuana site. Embedding lean principles to achieve process sustainability and future improvement.• Manage over 22 NPI projects being developed or transferred on China to the Tijuana facility.• Developed a lean version of the NPI gate system.• Accountable for line design and product KPIs before launch • Trained staff on lean principles and tier management.• Accountable for the site’s sales forecast based on successful NPI launch.• Responsible for a full five-gate NPI development process, from design to MP launch.• Accountable for product agency validations and compliance.• Responsible for budget adherence and a healthy gross margin for the site.

Managed the Airbus A330 OHSC program from cradle to grave, successfully transferring the production and entire operation from South California to Mexico, becoming the first Tijuana tier 1 program in Zodiac/Airbus. Accountable for the customer account of all the program operation sites. Directly led all the teams to maintain and improve the program SQDCP KPIs and P&L. • Responsible for the financial and operational health of the business unit.• Successfully recovered over 4,000 past-due order lines between 8 different product lines in 2.5 months.• Improved OTD from 19% to 100%, plus the transition from air to sea shipment with a reduction in shipping cost from $400K+ USD per month to 40K USD.• Maintaining the OTD to customer service at 100% for over a year and a half.• Reduced the production staffing levels by 25%.• Improve the customer’s quality scorecard by 30% achieving 98%.

Responsible for all manufacturing engineers of the Airbus A330 OHSC program, and all of the corresponding improvement projects and activities.

Manufacturing SupportQuality variance analysisManufacturing process evaluationCell design and implementation

Worked as the business development manager and Jr partner in the firm, responsible for coordinating and consulting all the business franchise projects nationwide, applying lean manufacturing, kaizen philosophy, and Six Sigma tools to the operational and administrative process of our customer's business models, to ensure process and business standardization before franchising. Participated on a AI technology transfer project between Google and Business loan in The Silicon Valley, San Jose Ca. with the result of several patents generated and transferred.• Standardizing operations and business outputs using lean tools, preparing them for expansion.• Trained staff on lean principles • Ensure quality and best operational practices across the business and franchise structure.• Worked with entrepreneurs to develop business models and startups for their ventures focusing on building business that added value to the Tijuana, SD region.• Imparting training seminars to CEOs and top management staff, lecturing on various business subjects in both Mexico and USA, publishing several articles on newspapers and magazines.

Lead the site’s 3-year lean transformation project by developing and deploying the corporate lean manufacturing system pilot program, focusing on building a solid lean culture throughout the entire Mexico sites, achieved improvements up to 60% increase in productivity, 43% increase in output by ft², 85% scrap reduction and improvements in 5s and visual management conditions.• Developed the company’s lean university training system.• Trained and certified all company´s staff from top management to operators, on lean manufacturing methodology, the Toyota culture and Toyota production system.• Coordinating all continuous improvement activities, Kaizen blitz events, follow-up on KPIS, developing and implementing projects focused on waste elimination and cost reduction for the plant, projects.• Set up a tier management system, KPI management, STD work structure.