• Led end-to-end Power BI dashboard development projects through the full Software Development Life Cycle (SDLC). Using Agile (Scrum) methodologies in Jira. These solutions enabled clients to derive actionable insights that improved cost savings, revenue growth, strategic decision-making, and capital allocation processes. View examples here: https://www.linkedin.com/feed/update/urn:li:activity:7185781469250760704/• Identified and mitigated change management challenges using Kotter’s 8-Step Change Model and Tuckman’s Group Development Model, ensuring smooth transitions during organizational transformations.• Streamlined operational processes by executing Value Stream Mapping and Business Process Mapping, significantly reducing lead times and enhancing operational efficiency across diverse clients.• Developed and deployed Balanced Scorecards and Strategy Maps, leveraging OKRs to define and cascade business strategies organization-wide, aligning operational activities with strategic objectives for improved performance outcomes.• Managed projects in Microsoft Project, delivering dashboards that improved real-time decision-making, increasing project visibility and alignment with strategic goals throughout the project lifecycle.• Trained teams on ISO 19011 guidelines for auditing management systems, fostering a standardized approach to audit processes and ensuring compliance with quality standards.• Developed and managed an annual operating budget of $5M MXN, conducting variance analysis to monitor performance against financial targets, ultimately enhancing profitability by year-end.• Reduced Total External Failure Costs by 61% through the implementation of a Quality Cost Report that tracked Prevention, Appraisal, Internal Failure, and External Failure Costs, enabling data-driven quality improvements and cost control measures.

Worked with the following OEMs: Volks Wagen, Mercedes Benz, Nissan, Honda and Mazda.• Solved a $1M USD warranty claim through Root Cause Analysis, presenting results to senior management.• Justified the CAPEX for a Lacquer Dispensing Machine, conducted Site Acceptance Test at the arrival of the machine. This project resulted in projected savings of $15 Million USD.• Established and tracked the quality division’s KPIs in conjunction with the Quality Manager. Identified areas for improvement and took the necessary corrective actions (blocked material, customer claims, PPMs and timely response to clients).• As a Six Sigma Black Belt, facilitated problem-solving activities across departments, fostering a culture of continuous improvement and collaboration.• Analyzed data and identified trends in the production process through the implementation and monitoring of Control Charts, Pareto Diagrams and Histograms. This helped in improving product quality by generating innovative ideas that helped reduced the current level of defects.• Active participation in the daily Sales & Operations Planning meeting.• Active participation in daily Material Review Board.• Weekly Gemba Walk with the intention of finding potential improvements in the process.• Received training on Kepner-Tregoe methodology during a Train the Trainer event.

Worked with the following OEMs: General Motors• Led an agile team to develop and implement a part measurement plan that proved consistent production of parts with quality working along General Motor´s supplier development team. This resulted in the release of $15 million USD invested in CAPEX.• Improved Bent/Scratched/Damaged (BSD) performance by moving from an average performance of 4 Sigma to 5.25 Sigma (6209 DPMO to 88.42 DPMO or the equivalent to an initial performance of Cpk = 1.33 to Cpk = 1,75) in Material Handling on an annual basis.• Achieved the strategic results of achieving a level 3 of compliance in BIQS (General Motors Customer Specific Requirement), passing Magna’s Factory Concept corporate audit, and the IATF 16949 recertification audit.• Made the match between the following documents: DFMEA -> PFMEA -> Control Plan -> Process Flow Diagram -> Work Instructions -> Formats/Checklists. Started by mapping out each of the different operations under my responsibility.• Participated in Project Kickoff Meeting and in the Technical Steering Committee.• Implementation of Control Charts in each of the manufacturing cells under my charge and then trained the quality auditor to monitor them and to give a proper follow-up.• Improved the dimensional compliance of the Rear End Assembly part, taking it from 33 % to an 88 % in 3 months.• Led the project for the installation of a poka-yoke (present part sensor) at a stut welding machine which improved safety conditions and resulted in savings of $360,000 USD and the prevention of potential injuries.

Worked with the following OEMs: General Motors and FCA.• Successfully imeplemented General Motor´s quality management system (BIQs) built on ISO 9001:2015.• Implemented vision sensors for the detection of different color coded rubber parts as a scrap reduction initiative which resulted in savings of $4.5 million USD through the life of the project.• Implementation of change management techniques like Kotter’s 8 steps, Tuckman’s stages of group development and Force Field Analysis. • 4 engineers and 20 blue collar workers under my responsibility.• 3-month stay in South Korea as part of this “Green Field” investment project.• Checked and validated project team member´s activities and proposed timing scenario to achieve milestones.• Led daily, weekly & monthly meetings and continued with a proper follow-up for action plans.• Participated in PDCA meetings with General Motors Supplier Development team during project launch.• Creation of Visual Aids and Standard Operating Process Sheets for compliance with customer specific requirements and as onboarding tools for new production personnel.• Solved a vacuum problem with an imported filling machine that resulted in savings of $2.5 million USD.• Led a cross-functional team in the brainstorming and implementation of a removable jig, enabling SMED for producing right-handed and left-handed parts at the same station. This innovation doubled the plant production capacity for those part numbers.• Developed audit checklists to simplify the management of our Integrated Management System (ISO 9001, 14001, 45001).• Resolution of customer complaints using the 8D’s format and “Drill Deep Analysis.”• Led several continuous improvement projects.