Direct operations of a 503B compounding site, in which injectable medicine is produced.

Direct a rotational molding operation to manufacture spas.

• Drove definition and implementation of operational strategy for the company, which included the development of high-performing teams. Defined long-term scalable strategy divided in several main stages: implementation of correct metrics dashboard, communication strategy, performance monitoring, key efficiency improvement projects, and other fundamental practices. Production capacity was improved at each site in year-over-year comparison without adding any overhead, allowing FG inventory to be healthy for seasonality of demand of product.• Guided implementation of Lean and Six Sigma system. Identified types of waste, inefficiencies, and solutions by the application of proper Lean tools (i.e., implementation of standardized process and establishment of better material flow, kanban, level-loading, PFEP, kaizen and inventory control tools). Slashed line stoppages and enhanced efficiency by means of controlling pace at which materials were introduced into production, with operators in assembly increasing productivity efficiency by 7% to 10% across different model lines.• Consolidated the outbound freight network to minimize the missed pickup loads of FG from all factories. On average, the monthly revenue impact was approximately $3 million. By enhancing communication with customers, carriers, warehouses, and introducing metrics to monitor daily performance by plant shipping improved by over 60%.

• Guided operational structure and performance improvement, by providing all sites with an adequate metrics structure to execute operational excellence and serve customers while providing required financial results. Defined five key strategic pillars of operation with respective KPIs, reorganized people and department structure, and created comprehensive communication system to standardize practices across all sites. Enhanced and improved efficiency at all sites by 18%. Improved quality of product by 7%. Reduced OSHA recordable incident rate across the operation by implementing safety awareness campaign.• Created Hoshin Kanri to develop overarching strategy for manufacturing sites, defining different Lean implementation phases according to needs of each factory. Reduced inventory levels by $21 million to allow proper operation, with productivity improvements projected to bring additional savings of $8 million through year’s end.• Integration of a new business unit transferred from California to Florida. That line of product was medical devices for handicapped people, which required a higher level of attention to manufacturing, quality control, and assurance. As no written processes were in place, all elements of the process were created from scratch, including documentation, drawings, SOPs, work instructions, assembly method, inspection, testing, and packaging. Transfer of product reduced overall cost by 19% due to process improvements and relocation of manufacturing, while at the same time, new suppliers were developed closer to the new site to facilitate inventory controls and lead times of components.

• Enacted consolidation of operational systems, as well as incorporation of Lean, Six Sigma, Quality, Factory of the Future, and other operational systems into more holistic way of manufacturing. Enhanced quality and on-time delivery improvements. Diminished customer claims by 23% within one year, with customer claims going from 75 per month to 57. Increased consumer confidence in product and created more revenue for company to sustain $1 million in daily sales. Bolstered deliveries by gaining one to two days in manufacturing process, providing customers with desired product earlier than expected.• Created “Pilot Line,” which enabled flexibility to product and process flow in an innovative experimental line, incorporating Factory of the Future concepts such as automation, virtual training, and flexible cell manufacturing. Concept was validated and instrumental in the facilitation and introduction of new product and boosted efficiencies for future models.

• Managed implementation of holistic operations system, creating base to operate in more efficient and profitable way. Improved communications among different groups, promoted Lean execution to maintain proper finish good inventory, and led reduction of changeover time and flexibility to fulfill orders faster. Opened production line availability 30% via implementation of Kanban and Heijunka. Improved changeovers by 54% with implementation of SMED. Cultivated annual savings on raw material projected at $825,000.• Improved overall product quality. Led introduction of quality system and process qualification of new product by means of PSO, identifying critical characteristics of product and monitoring each through value stream to maintain adequate Cpk levels to foster better overall product quality. Slashed warranty claims by 43% in last 24 months and cut EPPMs from 1,984 to 657.

• Guided creation of Lean Manufacturing System, including redefining all aspects of operations group. Improved operational metrics, based on Lean implementation. Reduced quality claims from customers by 38%, improved lead time for orders fulfillment from 14 days to 6 days, and drove dollar savings from rational materials usage in order of $600,000 in year one.• Integrated a new business acquired by MAAX Spas into centralized operation. Acquired California competitor company and transferred product designs and manufacturing to Arizona. Developed a better inventory control system that differentiated sourced materials for both product brands, which eventually were rationalized. Standardized best practices on the manufacturing methodology of each company product design and completed the integration, which increased profit for MAAX Spas 22% by reducing direct labor costs.

Assumed expatriate assignment to lead transfer of two manufacturing sites in different parts of country to Monterrey, México, enabling company to serve as profitable operation worldwide and, by any standard, serve as most cost-effective golf club manufacturer globally for any brand. Oversaw and facilitated all efforts around manufacturing, engineering, quality, R&D, facilities, IT, HR, finance, and supply chain, with total head count of 450 people.• Surpassed all planned goals with all operational metrics, including safety, quality, productivity, on-time-delivery, and attainment, which was fully exceeded. Ensured all departments maintained disciplined work methodology, adequate KPIs, and clear job specifications. Led Monterrey plant in generating 25% more of savings than expected, measured against budget, with $23 million in projected savings reached 18 months’ early.• Drove transformation of layout to Lean U-cells. Improved all KPIs drastically, with WIP reduced by 77% and lead time by 43%. Improved efficiency by 70%, maximizing savings by additional $500,000.

In charge of the Manufacturing plant in Carlsbad California. Five Managers and two clerks are the direct reports. Carlsbad manufacturing plant is in charge of making 40% of the total volume sold by the company.

• Implemented standardized operating procedures (Assembly, Vacuum Forming, Blow Molding) at two production plants. Result: Improved performance as follows, efficiency from 86% to 102%, runtime from 67% to 89%, and reduction of accidents by 38%.• Implemented a waste/scrap reduction program. Trained the Managers, Supervisors, Leads and Material Handlers on a reporting system that tracked scrapped parts by shift and model. Coordinated the creation of the reports in “Oracle”, and tracked results on a daily basis and took actions to identify and correct the causes. Result: Reduced the amount of scrapped material to $200K under budget, despite higher levels of production.• Instituted a gain sharing program for all hourly employees. Presented the project to senior management, with details of pay-outs, qualification requisites, frequencies, roster of people, and secured management approvals. Result: Savings of $950K in the first six months of operation.

•Led the Single Minute Exchange of Dies (SMED) project to reduce set-up time on injection molding machines. Trained the Supervisors and Technicians, redesigned working schedules, and conducted trials on the floor. Result: Setup times were reduced (for the 40 machines) from an average of 2.5 hours to 15 minutes.

•Standardized layout inspections. Developed and implemented computer programs that helped inspectors speed up the connector verification process. Result: Response time was reduced from an average of 21 days, to 6.3 days, an improvement of 70%.

•Established a “Toyota Production System” process. Led the efforts to implement the TPS, in the cell that fabricated the most important connector we made for Toyota. Some of the tools used to establish the new system included training, standardization analysis, process flow improvements and poka-yokes. Result: On-time delivery improved from 64 to 23 days, streamlined the process and achieved a reduction of process waste, saving $187K in the first year due to cost of quality and labor reductions.

•Negotiated the elimination of 5 inspection warehouses. These warehouses were situated close to customer sites and served as a ready supply of parts to replace “off spec” product. Negotiated with customers that the warehouses would close when quality levels reached a predetermined consistency. Result: Achieved the quality level and closed the warehouses, saving $185k per year.•Improved production plant quality. Information regarding customer reported quality defects was inconsistently handled and reported. Reorganized the tracking of the issues and produced one report that was then sent to all involved parties. Result: Reject parts per million (rppm’s) were reduced from 5,000 to 800 rppm’s.

•Developed a Geographic Information System (GIS) for the City of Juárez, México. Generated databases and maps for every municipal office in the 5th largest Mexican city. Result: Improvement of the urban planning / decision making process for the Mayor, Department Heads and Directors to enable more efficient infrastructure management.•Project results presentation at International Urban Planning Conferences. Presented GIS projects and their results at several international conferences as examples of technology integration in a third world country. Result: Recognition of IMIP as a world leader in Geographic Information Systems and Urban Planning.

•Facilitated Lean Manufacturing Training. Part of a training group of Lean Manufacturing techniques, with the intent of promoting awareness and increase productivity. Result: 1,300 employees were trained the first year and a “Quality Improvement Process” (QIP) was formally launched at this facility.•Converted sewing lines to cells. Seat covers were produced in a line format; this process was not efficient enough and didn’t provide the opportunity to apply lean manufacturing concepts. Redesigned lines into a cell format, created visual aids, balanced the process, promoted quality best practices, and trained supervisors and operators. Result: Efficiency improved from 89% to 98% and scrap levels were reduced by 14%.

•Redesigned the electrodes inventory management processes. Min/max inventory levels for welding electrodes for different circuit breaker models was out of control, and often times, production was interrupted due to unavailability of electrodes. Result: Production process never interrupted after inventory system implementation, resulting in no downtime for this cause.•Improved machinist training and skill levels. Machinists had only empiric training on how to operate lathe, milling and grinding machines. Fabrication of intricate pieces was impossible. Trained technicians at a formal school. Result: Reaction time was improved and complicated pieces could be made in-house.