Patricia Zavala Email & Phone Number

El Paso, Texas Area

My biggest responsibility is to provide my clients with the quality of service that they can expect from a professional salesperson working to protect their interests above anything else. I synergize the resources provided by the team of brokers, lenders, title companies, and other service providers involved in a real estate transaction to make sure that your real estate investment goals are met on time and exceed your expectations. My approach to achieving this is to understand my client's needs, wants, and personality; to study the local market to ensure that your property is priced right, and to use a systems method to ensure that every detail is covered throughout the process. Whether you are a listing your property or are repeat buyer and are interested in residential, commercial, or inve$$$ment properties, my goal is to earn your trust and become for you, your family, and your friends your trusted real estate advisor for life.

El Paso, Texas Area

Member of the National Association of Realtor. -Buy, Sell, or Lease.-Residential, Commercial, Land. -Cash Flow, Flip, or Long Term Appreciation Investment.reipatyz@gmail.com(915) 777-0642

12120 Esther Lama St.120, El Paso, Tx 79936

Positioned the company to be better capable to access information for strategical and operational decision making. Introduced newer telecommunication and collaboration systems; ERP version upgrades; and custom-developed applications. Eliminated redundant work required by dependent but disconnected legacy systems. Improved quality of data by simplifying processes, developing custom middleware, and integrating those systems into the company’s ERP application. Exploited underutilized capabilities of the ERP system (Infor--Fourth Shift) to improve supply chain visibility and control. Increased speed for processing purchasing requests for quotes by 200%, accuracy by 100%, and visibility 100%. Enabled the sales organization to gain a competitive advantage by reducing the turn-around time of new quote requests from customers by integrating the preparation of design, manufacturing, vendor costing, and pricing models. Reengineered business processes and dock to dock data collection systems for inventory transactions; lot control and traceability compliance; and shop floor control visibility. Low end industry improvement standards just for inventory transaction include 4% inventory reduction, 20% reduced shipping errors and 50% for fines for compliance issues; 15% increased productivity in shipping, and 50% reduction in time to record work order data. Developed analytical tools to support executive strategy development, operations management, and performance control in most functional areas including sales, finance, purchasing, quality, manufacturing planning, production control, and inventory management. Directed the relationship, expectations, and performance of the IT Performance Management (ITPM) services subcontractor to ensure IT systems availability and reliability for meeting the company’s needs.

Vicente Guerrero, Cd. Juarez, Chih., Mx

Developed and established sustainable systems to set the foundation for lean manufacturing and continuous improvement philosophies in a conventional manufacturing environment: 5S’s across both the administrative and the manufacturing areas; on-the-floor Daily Tiered Meetings (4 Tiers); Visual Factory and Visual Management; Standardized Work for all administrative and indirect personnel. Trained personnel in the concepts and processes that support those systems. Achieved: Dock-To-Stock lead-time reduction from 9 to 2 days; storage sq. ft. reduction of 25%; Standard Material Replenishment Routes to POU; work-order material replenishment cycle time reduction from 24 to 3 hrs. by leading the receiving/shipping warehouse in the application of small lot, visual control, and continuous kaizen. Mentored operators and engineers in the use of a recently implemented operator suggestion/recognition program increasing the submission/implementation of ideas from 15 to 80 to 105 per month for that SBU. Coordinated the plant’s staff in the strategic planning process and development of its first Hoshin Business Plan (3 to 4 levels deep).

Delphi Energy And Chassis Systems Division, Mexico Operations

Lean Implementation Coordinator for MexicoDeveloped various lean manufacturing strategies including a sequential information and material flow system that prompted the integration of several lean initiatives in the areas of quality, engineering, production control, and manufacturing. Benefits included: Faster and more frequent model change-over (case: from three to 25 per day); smaller production lots and reduced inventories (case: manufactured lead plates from 3 million to 450 thousand units); reduced number of shifts (case: from 24/7 to 2-shifts/5days); reductions on capital investment; increases in productivity and first time quality. Sequential scheduling system eventually considered a benchmark within and outside the company. Co-authored the first “Lean Vision for E & C Mexican Operations”. Co-developed a Production Control and Logistics (PC&L) Vision, Business Plan, and short-term strategies focused on applying lean information/material flow and industrial engineering principles to all operational areas.PC&L Lean Implementation CoordinatorDrove the overall lean effort in Mexico with concepts based on the Toyota Production System coordinating and facilitating monthly 5-day kaizen sessions in a cross-functional setting. Learned, documented, taught, and guided the implementation of advanced lean concepts under the guidance of a retired Toyota Kaizen Director hired as a divisional consultant. Trained, supported, and guided the lean implementation teams from 7 plants in projects resulting in investment cost avoidance of over $2million for new projects; reduced space needs ranging between 20 to 60%; increased frequency of change overs; 100% forklift traffic on the shop floor replaced by a material tugger route. Developed teaching materials and presented them to Delphi E&C Executives during quarterly meetings throughout the USA, Mexico, and Europe; participated in benchmarking workshops in 37 different manufacturing facilities.

32 Celerity Wagon, Butterfield Industrial Park, El Paso, Tx 79906

Project Management AssignmentsHeld several assignments at progressive levels of responsibility, project complexity, and project scope: Coordinated the deployment of a new divisional MRP system replacing three legacy systems, 5 established plants, and 1 start up; coordinated the development of business processes to support those new systems. Implemented an automated data collection system for receiving and shipping materials between El Paso Distribution Center (EPDC) and the Mexico plants. Managed new projects for the Materials Management department. Developed common practices for master scheduling and material control after two formerly independent divisions merged. Lead the QS-9000 certification process for the department. Led the Materials Control team in the continuous process improvement and the deployment of new practices as required by the organization. Reduced annual expenses by $145,000 and inventory by three days by transitioning from an express-mail Kan ban system to an electronic pull signal system.

32 Celerity Wagon, Butterfield Industrial Park, El Paso, Tx 79906

Under a Synchronous Manufacturing / JIT setting and in a cradle-to-grave organization: Team Leader for the Sensors Focused Plant. Maintained all existing responsibilities as Material Control Coordinator. Responsible for the supporting three material control/customer service team members in master scheduling and material planning for 12 departments within three plants. Material Coordinator. Customer service responsibilities for 21 US/Canada plants; master scheduling for 58 finished products from 6 departments within 3 plants; and material control for over 200 purchased parts using MRP reports and Kan ban signals. Responsible for coordinating SOP activities, engineering change transitions and inventory reduction activities while achieving 100% on time delivery.

Master’S Degree, Master Of Business Administration

Thesis: An Analysis of Alignment and Congruence of Performance Measurement at Delphi Automotive Systems

Bachelor’S Degree, Accounting

1988 National Hispanic Scholarship Fund Award recipient. UTEP’s Accounting Society, Honor Member. UTEP’s Honors List. Worked as Accounting.

Bachelor’S Degree, Computer Information Systems

Masters Of Business Administration, Production Operations Management, 3.65

Master Of Business Administration - Mba, Business Administration And Management, General