Investor and manager of rental properties.

▪ Create and execute the Site Journey to Excellence (JTE) / Continuous Improvement Master plan.▪ Develop, deploy, and own standards and training materials for various Total Productive Maintenance (TPM) and Organizational Effectiveness (OE) Systems such as Daily Direction Setting, Loss Analysis, Pillar activities, and Employee Development.▪ Lead development of the annual OGSM, CCI Plans (including initiatives in areas of process reliability, productivity, yield, scrap & cost), and Employee Engagement plans.▪ Lead, train, coach, and support JTE steering team, plant departments, TPM pillars, and loss reduction teams in setting strategy & direction, executing problem-solving, and performing assessments & audits.▪ Communicate to Plant and Regional leaders on JTE and JTE systems progress.▪ Create data models and dashboards in Tableau and Power BI to provide data-driven insights to answer business questions and track real-time results on key performance indicators.▪ Maintain, troubleshoot, and improve Manufacturing Execution Systems (MES) to support business information needs.▪ Recruit, develop, and manage members of the site's Continuous Improvement Department.

▪ Led the site TPM T&D Pillar team to build technical capability and reduce losses related to lack of skills and lack of understanding of process and procedures by implementing TPM competence gap reduction and training-within-industry (TWI).▪ Developed and implemented training standards and measures to support the vision of self-sufficient teams and employee self-development ownership.▪ Partnered with key leaders in the organization to design and implement Technician Development & Career System (MCP), new employee onboarding and development, and qualification process to compensate and promote employees based on their demonstrated skills.▪ Created a training program for the first step of TPM Autonomous Maintenance to develop team members' capability to reduce Minor Stops and Breakdowns, improving Process Reliability results and team project execution time.▪ Collaborated with other Training Managers in America and Global Learning and Development to standardize training tools, performance indicators, and procedures; create curriculum for both operational and soft skills and establish requirements for Learning Management System.▪ Managed construction project to modernize main site training room to improve overall employee engagement and allow multi-purpose flexibility; also, led plant efforts to improve branding and visual management.▪ Acted as Site Continuous Improvement Manager while on business project assignment. Trained and coached Process Engineers in the execution of process improvement projects, including process automation delivering $530K yield improvement savings.

▪ Member of Dallas Plant TPM Steering Committee in charge of Business Intelligence & Loss Analysis. Led cross-functional teams to execute annual loss analysis to determine and prioritize continuous improvement and engineering projects opportunities. ▪ Developed ASC Scorecard and trained leaders from 14 facilities across four countries to gather information, consolidate and graph all sites' results 7 KPI categories: Safety & Environmental, People, Quality, Performance, Customer Service, Cost & Innovation. ▪ Created Daily Direction Setting (DDS) scorecard to provide Team Managers with current KPI information and engage operators in defining daily priorities and tactics.▪ Led Set-points Centerline program to identify the best performing settings for each product in priority lines and standardize them through all shifts, which generated a 17% reduction in breakdowns, minor stops, process upsets, and rate loss.▪ Developed an Economic Run Quantity (ERQ) model to determine and simulate the optimal balance between inventory carrying costs and changeover activities, which allowed to optimize production runs and generate $272K in savings.▪ Redesigned product recipes to eliminate quality errors and reduce constraint starvation, reducing batch cycle time by 12%.▪ Led project to analyze ergonomic risk and reduce strains and sprains incidents. Created multifactor risk analysis tool to analyze 16 workstations, redesigning and installing new equipment on 4 critical locations, reducing lifting index by 25%, and preventing strains and sprains incidents (9 to 0 reduction). Trained cross-site team on safety analysis tool for division-wide re-application.▪ Created a gap analysis tool to identify process constraints and performance gaps, allowing to simulate and prioritize improvement initiatives.▪ Led project to convert non-climate-controlled storage into climate-controlled storage, to discontinue the use of 3PL, generating savings of $230K/year for the company.

▪ Managed the activities of up to 200 employees in 7 production cells, served as Shift Manager assistant and back-up, and acted as operations' contact person for USDA inspectors.▪ Established a new production line by hiring, training, and coaching employees to meet safety, quality, and production standards.▪Increased production levels from 80% to 115% by engaging employees in quality control, customer focus, and personal performance. ▪ Improved profit by reducing waste from 8% to 2%- implementing employee training and mentorship, effecting a change in culture to gain personal accountability and exceed quality standards.▪ Generated +$250K savings in product giveaway by training critical operators on process control and SPC charts to reduce over-weight production in the processing area.▪ Collaborated with Management, Safety, and Maintenance departments to conduct RCA and implement CAPA, improve employee training, optimize processes, and reduce employee downtime by 40%.▪ Contributed to +$120K savings in waste reduction by establishing KPIs, managing floor-level changes implementation, and generating costs/savings reports while serving on the first Six Sigma DMAIC process improvement cross-functional team at Don Miguel Foods and other continuous improvement initiatives.▪ Coach of the winning team of the first Hormel Best of the Best competition at Don Miguel Foods, 2012.▪ Created training matrix to correlate position/training requirements/training records, utilized plant-wide.▪ Contributed to the reduction of implementation time and errors prevention on the 128 Barcode Production and Inventory Control System deployment, by serving as the local SME and liaison/translator with the Hormel IT Team.▪ Created and maintained a diverse range of documents, including SOPs, training materials, production and cost reports, daily performance metrics, improvement projects proposals, and incident/accident reports. Translated a variety of documents from English to Spanish.

▪ Collaborated with suppliers and a cross-functional team to remodel a building and open a medical consulting and pharmaceutical franchise in 45 days. The business was profitable within 3 months of operation.▪ Conducted marketing research to analyze location alternatives, determine suppliers, reduce retailing costs, and increase profits without diminishing product quality.▪ Achieved 5% sales increase each week since the pharmacy launch.▪ Established new inventory control processes to determine reorder points, avoid shortages and surplus of inventory and prevent expiration.▪ Implemented administrative controls on retail business to limit errors and reduce losses.▪ Doubled sales during tenure due to superior customer service and resolution of complaints.

Reported to Academic Director.• Returned to teach at former school. • Taught Differential Calculus principles and applications to 2 groups of (31) High School students each;• Created and administered tests;• Recorded attendance and exercised discipline.

Reported to Owner.• Established new inventory control processes to determine reorder points, avoid shortages and surplus of inventory and prevent expiration.• Implemented administrative controls on retail business to limit errors and reduce losses.• Doubled sales during tenure due to superior customer service and resolution of complaints.• Conducted marketing research to improve quantity of suppliers, reduce retailing costs, and increase profits without diminishing product quality.