Reporting to the President, in this role I’m responsible for the group Production and Process, Continuous Improvement, and Engineering supporting plants across Canada in union and non-union environments. I’m also completely responsible –from safety to P&L responsibility- for a business division. Two of the main duties of my role as director of CI are: 1.Lead the Lean transformation, from the use of improvement tools and techniques to imbedding principles into culture;and 2. Deploy processes and resources to achieve operations’ stability (safety, customer satisfaction, equipment uptime/availability, product quality, and cost) across the businesses.In a short period of time we have achieved considerable improvements on Throughput, Yield, Increased Sales, Profitability, Customer satisfaction, and Employee Morale.

Reporting to the President of Development Process, Products and Technologies. The role’s main objective was to grow our existing revenues by developing new products and applications of polyurethane technologies, taking the ideas from conception to commercialization. The role involved:Managed several projects; it included identifying customer requirements, scoping out the projects, required resources, developing concepts, evaluating alternative methods, preparing Gant Charts for the projects and coordinating with project managers the key targets and phases of the projects in order to meet the overall company goal. One great achievement was getting awarded a business, new customer, new product, and new application by working with the customer to meet their design requirements and delivering a unique value-added product.

Led TQM strategy for the Plant, clarifying the purpose –focusing on solving customer problems- using the PDCA cycle to manage the process. I deployed processes and resources to achieve the plant purpose in the effort to create stability across the businessI was a proud member of a team that achieved the financial turnaround of the plant. In the process we had no Lost Time Accidents; achieved considerable and sustainable Operational Savings ; Costumers returns from 600 PPM to 80 PPM; increased levels of Housekeeping and Morale in the Plant by using several initiatives including 5S, Kaizen events, scheduled communication meetings, share-sharing program, visual management, proposal system, and TQM.

I was very lucky to be part of an amazing group of people that received the Best Overall Plant Award for our Business unit in 2006. Other achievements included 3 years without LTA’s and 2 years without Medical Aids. Availability from 80% to 92%; Changeover from 37 min to 0-2 min; Scrap from 7.6% to 0.80%; Returns from 1346 PPM to 30 PPM; Throughput increased 185%; Productivity increased 190%; Zero Union Grievances in 2 years.

My first paid job in Canada. As a lab technician I ran all product testing required for the night shift. I also provided immediate solutions for product issues on the field, communicated with production supervisor, production operators, and maintenance personnel, facilitated remedial actions, incorporated corrective and preventive actions; and established communication tools to supply feedback to floor associates on quality performance.

Mora INC. is an international consulting firm in the field of operational effectiveness. It offered a wide variety of educational training and consulting in TPM, Lean Manufacturing, and Kaizen techniques.I worked with clients’ management teams to identify key projects that provided optimum benefits to customers and led and facilitated projects using Kaizen techniques providing excellent business results.