• Provided part-time face-to-face/online courses (Global Business Operations, Supply Chain Management Applied to Operations Management and Quality Administration and Control) for the Graduated program for Business Administration Department. • Design and implementation in blackboard platform of courses.

• Designed MOS for Dispute Prevention that led to reduction of payment term disputes by $19M.• Led Corporate effort to ensure Organization is following all 6 elements of HOS for Cx. Developed documentation to show GCE current process performance and compliance on elements (Kaizen, RPS, Escalation, Tiered Accountability, Visual Management, 5s). Developed scorecard for Quarterly audit.• Conduct quarterly HOS audits to each GCE functional team, report to Corporate and lead all improvements initiatives.• Performed Kaizen for AOG orders and completed capacity analysis with recommendations to reduce 1.5 FTE workload and use this time to work with the increased volume.• Align all organization performance metrics to goals and stablish specific measurable goals across Tired Accountability, develop tiered metrics and dashboards (rationalize metrics). Assure data source, calculation, reporting, visualization and automation of all performance metrics being reported from Top Management to each team member using Tiered Accountability and rationalizing metrics performance.• Led the dashboard design, programming and testing phases for all GCE dashboards.• Implemented a MOS to redirect to ISC any error or defect detected in the Service Request-GCE Quality tool. Assure the details are flowing to respective owner, track the defect root cause, and lead the resolution and containment until the SR is considered closed.• Designed Service Level Score Card to ensure proper measurement, visibility and communication to upper management.

•Performed safety stock and inventory analysis for PBC contract parts and provided recommendations to improve rotable pool and inventory levels helping the new TAT in contract to be reached. Provided OTTR analysis performance and inventory levels recommendations based on different budgets scenarios. •Performed PBC deep dive analysis to parts under contracts that are not meeting the TAT goal.Identified improvement opportunities per Gates. •Led process improvement project to reduce delays in R&O process due to missing/incorrect customer documentation and customer portal audits that generated extra labor time to AWM team. The development of automated audit tools, standardization of production documentation template for DIR focal requests, reduction of process waste and provision of improved frequency for audits based on data analysis/statistics reduced around 23 labor hours per year, customer complaints by 60% and quality escapes by 50%. •Project Management of Regrade Project-Supported and managed meetings with the global group, and OEMs (Chihuahua and Check Republic) to develop global Process including site specific work instructions, AP process review, a VBA macro designed for candidate’s selection (automates and simplify PN selection) and training to show how to use the macro. •Shop Transformation Lean Expert Leader-Apply DMAIC methodology to increase repair cell capacity, reduce repair cost, maximize utilization of machines, shrink lead time & WIP while improving OTTR, lessen yearly maintenance cost of machines, grow the repair quality and reduce repair travel distance. •Identified and managed Hard masking fixture for Gear Boxes design and implementation project to replace manual masking that is creating re- work, took long time and was not value added reducing 60% of the actual time for that operation with a $173K yearly savings. •Supported Ottawa SAP Deployment with production issues due to production orders, DIRs and MPLs.

• Established a JIT process for the dispatch of packaging materials from warehouse to production floor that ensure a smooth flow. This represented $2,975/yr. in savings. • Provided daily production plan for manufacturing generating average quarterly revenues of $3,000,000 and tax savings of $180,000 per quarter. • Provided several Lean Six Sigma Trainings to HPE employees including Yellow Belt certification, Minitab and Applied Tools. • Monitored and reported DDR4 qualifications, inventory levels and Tax Savings Impact. Identified opportunities to drive incremental volume for the ISS Memories business and focusing on strengthening the relationship with CDP to optimize PR TAPAS model. • Reduced by 86.6% the direct shipments from orders supported in TAPAS program. • Provided and adjusted forecast for the FY16 Budget and give monthly flags for FY15 Budget to understand the impact in Revenue and Tax Savings for the Actual vs Budget. • Supported successful NPI implementation by execute flawless New Product Introduction as measured by 100% on-time NPI Launch and 100% on-time material availability. • Effective contribution to PRMO LSS Culture -contributing to fulfill the Lean Maturity Tracker scores from 0 to 1in the Velocity: Just in Time Category in the Maturity Tracker in the sub category – Transactional Efficiency /Minimizing Touches. • Developed process maps, identified improvement opportunities and gave recommendations for the TP area. Created swim lane and Value Stream Map on End-to-End Operations (Inbound, Production and Outbound Processes) and minimize Order Cycle Time. • Led LSS Project that reduced packaging material inventory and material extended cost by 20% while improved warehouse space utilization by 50% and maximized AOS (Assurance of Supplies) by reducing BOs (backorders) by 10%. Developed Simulation Model for Inventory Management. The financial benefit was of $251,872 for the first year.

• Determined the genes that show similar important differential expression behavior simultaneously in Alzheimer’s Disease, Parkinson’s Disease and Huntington Disease and similarities in their most correlated genetic path. Focused in designing analysis strategies based on mathematical optimization. • Found consistent convergence to a manageable number of key pieces of information for each affection and search for correlated commonalities within strategies and facilitated the simultaneous analysis of multiple experiments without the manipulation of user parameters.

• Developed and executed strategic sourcing projects to support the commodity cost reduction (15% cost reduction per year per supplier) and relationship management strategies. Created and executed passport reviews, strategic sourcing “sand box” strategies and P49 process for keys suppliers and projects. • Supported Long Term Agreements, negotiations and Supplier Gold deployment. Evaluated the impact of strategically and tactical decisions, including owning the Strategic Sourcing Review Board process. Evaluated sourcing options to align and leverage Business unit awards. • 40% Cost savings achieved transitioning parts from existing supplier to others. Savings of $122,000/year and additional 15 % reduction to achieve V2 initiatives.

• Applied Industrial Engineering techniques in a multidisciplinary research team in order to find the mathematical network representation and its associated optimization problem known in the literature as the Travelling Salesman Problem (TSP). • Identified a path of maximal correlation among all genes of interest, obtained from databases of thousands of gen expressions that would lead to a structure capable to guide biological exploration with enhanced precision of cancer’s behavior.

• Redesigned layout and implemented 3 ergonomics improvements reducing walking steps and operator movements by 10%. • Reduced modules WIP from 4 days to 1 day with daily savings of $246,000 and improved modules line’s efficiency by 24%/increased output by 32%. Additional yearly income of $21,212,604 without E.M. • Analyzed and reviewed Oracle BOM / Order transactions for 4 product lines

• Improved traceability of the technical data (zero lost data packs). Enhanced and standardized the storage and retention process (70% time reduction). Saving exceeds $60,000 per year. • Developed a current and new process maps with measurements for document storage and retention process. Documented work instructions for new process (100% training complete to technicians) • Reconciled the new quality escapes process against current processes, procedures, and workflows currently active in the documents framework and condensed the Quality Escape procedure to a couple processes that complement each other

• Implemented and designed three fixtures to reduce line stops and foreign objects in the product in a FOD controlled area, improved ergonomics and material flow system. Performed over seven Times Studies. Proposed over 10 ergonomic improvements, identified bottlenecks in processes and implemented Lean Six Sigma processes. Optimization techniques to improve 50% of those processes • Designed and implemented an optimized layout for two manufacturing stations. Resulting in time saving of 65 minutes per day and annual savings over $80,000 • Developed Paint Booth building layout for improvements in the Material Handling System • Identified over 3 safety hazards to be addressed before potential audits