Lead the establishment and execution of the S&OP processes for both plants (Finished Goods Plant & Components Plant).Development of the annual financial budget and daily monitoring of the projected forecast vs real sales.Manage and improve the collaborative forecasting process, working across the plants to deliver accurate and timely forecasts to buyers and planners.Determination of reorder & safety stock levels according to FG inventory levels.Releasing of the weekly rolling Master Production Schedule (MPS): two weeks in frozen + eighteen weeks in slushy + thirty in liquid periods.Execution of Rough Capacity Planning (RCCP) process to determine key resources: labor, equipment, supply, layout, capital.Production Control daily meetings with Production Mgr & supervisors to identify & solve optimization opportunities.Daily meetings with customers to review plan attainment & possible complaints or service opportunities.Key indicators: On Time Delivery, Fill Rate, Schedule Attainment, Forecast Accuracy, MPS Adherence.Achievements:Component Plant Launching Core Team member.ERP Implementation.Implementation of S&OP process for both plants.Built replacement area for customer service warranty claims directly to the stores. Deliveries improved at 200%.Implemented the RCCP & MPS reports. Ordering cost savings of 50%.Implemented & standardized a shipment plan process between sister plants, reduced excess of inventory of 30% & ordering cost savings of 30%.

Responsible to submit a valid & feasible production schedule for SKU based on equipment, labor and raw material availability.Identification of opportunities for the optimization of the MPS (cost, capacity, labor, utilization).Extensive interaction with Demand Management, Operations and Customer Service for the purpose of satisfying customers with the most optimal plan.Key indicators: On Time Delivery, Efficiency, Schedule Attainment, Capacity Utilization, Number of changes in plan.Achievements:Reduced lead time manufacturing process for all SKU’s of 30%.Restructured BOM of 250 part numbers.Daily average efficiency improved from 75% to 95% for all SKU’s.Developed capacity planning tool.SKU rationalization by 25%.Implemented the FAS (Final Assembly Schedule) report.

Assisted with shop floor activities (SMED, Kanban, equipment breakdown resolution) that adverse supply condition to the customer.Evaluating of internal defects and downtime information to form appropriate plans of improvement.Implemented engineering tools to solve straightforward problems – AMEF, SMED, Heijunka,VSM, Kanban.Achievements:Implemented a Kanban system for principal raw material, savings of 20%.Optimized cutting diagrams, savings of 35%.Implemented a visual board to following the daily production plan.

Warehouse management, inventory and materials.Monitoring inputs and outputs of materials, interaction with receiving and shipping.Dealing with customers and suppliers.Procurement of raw materials.Achievements:Created procedures manuals for all the warehouses areas.Created new layout with transport waste savings of 25% monthly.Implementation of standards for operation and management personnel to improve delivery results.Leader of 5S’s project: expanded and restored physically all warehouse facilities.

Internship Project:Planned and launched control systems for General Motors transmission lines programs:GMT355 TOC LinesColaboration in launching & control new line product programs: GM Global Epsilon,GM Theta Epsilon & GM Zeta TOC.