* Managed collaboration with reformulation teams in both elastomer and thermoplastics businesses to develop and implement new recipes, ensuring performance met defined criteria. * Collaborated with the automation engineering team in the US and UK, overseeing project execution within scope, time, and budget constraints. -Developed business cases for substituting discontinued raw materials, safeguarding customer support andrevenue.- Defined and maintained project scopes, ensuring all deliverables were met and preventing scope creep.- Orchestrated project plans and coordinated teams and processes. Kept close track of project progress, documented each process step, and managed changes, issues, and potential risks.- Administered project budgets, monitoring expenditures, and making necessary adjustments to ensure financial efficiency.- Managed stakeholder expectations, regularly reporting on project status and involving stakeholders.- Incorporated stakeholder feedback throughout the process to achieve desired results and prevent potential waste.- Integrated Microsoft Project within Teams, facilitating the creation of project schedules and task assignment.This strategy increased visibility and productivity, as team members received task details via email and couldconvert these into tasks in Microsoft Outlook for easier prioritization.

Scrum MasterAssigned the role of Scrum Master for the Seguin Tools (production system) software development team while transitioning to the position of Kaizen Shop manager. Facilitated sprint meetings, and retrospectives collaborately with the team. Managed work items using Jira, and coached teams on Scrum practices. Served as the bridge for communication between developers and stakeholders, translating user stories into actionable technical requirement for the developers. Assessed new features, drove user acceptance testing, and provided training for major releases. Assumed the responsibilities of a project manager, for significant feature upgrades such as the automation of worker information assignment and the development of a new Electronic Process Control Change (ePCA) and Electronic Quality Alert (eQA) system.Kaizen Shop ManagerManaged the plant's Kaizen (Continuous Improvement) Shop, which comprised 18 skilled and senior technicians working 24x7 across 5 shifts. Enhanced the involvement of Kaizen technicians in decision-making to encourage cooperation and stimulate idea generation. Fostered a positive work environment, often using positive reinforcement. Recruited, trained, and mentored employees to ensure high-quality, and creative solutions that satisfy customers. A change in team dynamics, combined with the introduction of new Work Request system, and on-time deliveries, resulted in a 28% average increase in closed tickets. Rolled out a scrap equipment review process, promoting sustainability and cost savings by minimizing waste and recycling materials.Project ManagementChampioned the roll-out of the IMT document management system across several North American plants at the corporate level. Gathered feedback from plants regarding enhancements and issues, and then relayed this feedback to the core development team to determine if suggestions were valuable for implementation at other sites.

Analyzed and investigated customer complaints for the Cummins’ Engine Control Module value stream. Led cross-functional teams through the 8D process to identify root cause of failures, develop corrective and preventive actions, and implement manufacturing changes to ensure final products meet customer expectations. Coordinated with six Cummins plants and held weekly meetings with the customer to discuss open returns and action items, then present a final report. Worked in tandem with the customer to establish stricter return policies after analyzing patterns in returns, ultimately saving both companies time and financial resources. Formulated work guidelines for distinguishing NTF (No Trouble Found) and non-Continental responsible Engine Control Modules, reducing 50% returns. Generated and updated quality documentation including PFMEA.Served as a key user of Continental Quality Tracking System (CQTS) in SAP for the Seguin plant, compiling monthly plant Quality KPI reports, updating materials and plant shipments records, and trained new quality engineers on system. Acted as the main point of contact for technical issues, and was a gate keeper of administration rights, including adjusting completed 8D/Analysis reports.Rolled out the implementation of the new document management system (IMT) for the Seguin plant. Collaborated with the software developers based in Romania to integrate essential features and improvements tailored for the Seguin launch. Engaged in the testing of newly introduced features and created standard work instructions for IMT use. Coordinated with local IT/system engineers to seamlessly integrate IMT with the plant's HR, production, and training systems, facilitating automated employee data transfers. Developed training content for IMT and personally instructed over 1,400 employees on the system. The Seguin plant successfully passed an IATF 16949 audit while eliminating license fees by leading the on-time, under budget implementation of IMT.