Developing and implementing best practices and company policies for Maintenance Excellence: Planning and Scheduling, Maintenance plans, SAP-in-the-field (mobility tools), Dashboarding, reporting and performance metrics/management, Turnarounds and Outages, Bad actors detections and continues improvement, lean manufacturing and Kaizen. Advance analytics.

In my role as a Commissioning Manager at Albemarle Corporation in Houston, Texas, I oversaw the mechanical commissioning process for a plant expansion. Responsibilities included ensuring the correct installation and functionality of systems, facilities, and equipment. Implement Assets Integrity management to define PM requirements, spare parts, and organizational processes, ultimately transitioning the plant to steady production volume.

Provide direction to the maintenance team to implement maintenance strategy based in Reliability, transforming the culture to improve HSE best practices, integrate Preventive and Predictive maintenance, stablishing Policies and Procedures to solve of chronic problems and downtime, using Failure Analysis (FA), Cause Mapping (CM), Finite Element Analysis (FEA), Planning and scheduling activities, developing SAP, justifying and executing CAPEX project.Also, responsible for Downtime efficiency, resolution of safety actions, cost management, process improvement support, personnel development plan.

Responsible to manage Strategy, Organization, Budget, Policies and Procedures for ensure compliance of indicators such Safety, Efficiency, Productivity, Cost, Reliability, Facility and Process Improvement, and Employees Development. This department manage a Budget of 46 direct EE, Third parties services, 6 to 8MM$ of variable expenses, 3MM$ of CAPEX and 2.5MM$ for Extraordinary Maintenance. - Achievement on Cost: Save 1.6MM$ of real cost and align with Standard cost. Implement an Energy Management plan to monitor and reduce energy consumption, looking for Cost-Effectiveness. Achieving 12% reduction during 1st year.- Achievement on Utilization: Improve Non Operative Downtime index aligning all of them to budget, reducing 1% in threading lines, and an average of 13.4% in Swage, Phosphate, Buck-on and Dopeless.- Achievement in HR: Organized and Developed Employees for Programed Maintenance, Maintenance Engineering, Workshop sub-assemblies, together with maintenance planner.

Production Manager of Cold Drawn and Automotive Component Center Responsible for Implement Strategy, Policies and Procedures in Terms of Safety, Quality, Accountability, and Cost-Effectiveness, managing Organization and Other resources, for Production of a Cold Drawn and Two Component Center Facilities. This Department Manage a installed yearly production capacity of 24000 (M)To of Cold-drawn pipe, 12000 (M)To of Automotive Component Center, with 152 EE.- Achievement on Efficiency: Lead action plan to increase cost-effectiveness (improve HH/Ton in 12%), productivity (improve 11.3% on average Utilization) and increase productivity 37% in NDT-UT line.- Achievement on compliance: Compliance was raised up and keep over 98% for two years, Quality Gold supplier by Caterpillar, and 99% overall rating from GKN, Autoliv, Renault-Dacia, TRW.- Special Project: Adapt Facilities, Procedures and Practices for increase product mix ratio (up to 63%) of High End Automotive products (with Higher Quality standard, Complex Mechanical properties, and High Margins), such Airbags, Steering System and power transmission.

Responsible to manage Strategy, Organization, Budget, Policies and Procedures to ensure compliance of indicators such Safety, Efficiency, Productivity, Cost, Reliability, Facility and Process Improvement, and Employees Development. This sector manage all supply of Industrial Services inside of facility, such High Tension Power Distribution, Power transformation for medium tension, Compressed Air, Cooling and Industrial water, Steam and Hot Water; with a Budget of 37 direct EE, Third parties services, 0.6 to 1,2MM$ of variable expenses, 0.5MM$ for Extraordinary Maintenance.- Achievement on HR: Organize, Coordinate, Set and follow up Preventive and Corrective maintenance plans, for all industrial service equipment, Overhead Cranes, Central maintenance Workshop including Rotary Equipment Workshop (like Compressors, DC motors for Hot Rolling Mill, Pumps, Cooling Tower Fans, etc.), and Mechanical sub-assemblies workshop.- Achievement in Cost-effectivenes: Restore efficiency and capacity of Heat Recovery Plant to generate Steam. Due to major reparation of insulation and heat exchangers, full revamping and automation of control system. After finish, was duplicated steam generation capacity, rich 73% of Thermal efficiency and reduce headcount in 20%.- Special Project: Assist in the specification and Start-up of Thermic Plant to insourcing Steam and Hot-water generation. This project save 73% in the cost of BTU/h.- Special Project: Create and Organize the sector of Central Industrial Services, joint together Power distribution, Industrial Fluids (Water, Compressed air, Steam), Maintenance of Overhead Cranes, and Creating the Central Workshop areas. Improving manpower utilization efficiency index, by reducing 37% headcount to cover same activities, after automation and re-organization.

Responsible of Crane Maintenance dpartment to manage Strategy, Organization, Budget, Policies and Procedures for ensure compliance of indicators such Safety, Efficiency, Productivity, Cost, Reliability, Equipment Improvement, and Employees Development. This department manage 453 lifting equipment, from 5To hoist up to 300To cranes in Steel-shop, a yearly Budget of 164 direct EE, 64 Third parties services EE, 6 to 8MM$ of variable expenses, 3MM$ of CAPEX and 7,2MM$ for Extraordinary Maintenance. Special Project: Lead a Project of Investment to increase lifting capacity in overhead cranes of harbor’s warehouse for a new customer product. Was completed according to schedule requested.

Responsible to manage one of three MED existed in SIDOR, dedicated to bring Technical support to Industrial Services and Cold Mill plants such Pickling, Annealing, Tempering, Continuous Cold Rolling Mill, Skin pass, Coating and finishing. This department manage 7 Engineers and 4 drafters, in disciplines as Mechanical, Civil, Electric and Automation. - Achievement on Efficiency: Pickling lines & coating have reduced 37% & 18% of non-operative downtime index due to revamping of gear boxes (including control loop automation).- Achievement in Cost: An average of 275K%/year, were saved due to equipment improvement.

Responsible to manage Planning Maintenance Sector of Continuous Cold Rolling Mill (Tandem II) existed in SIDOR, dedicated to plan preventing, predictive and Extraordinary Maintenance. This department manage 4 Maintenance Technicians, and Third Party Services for maintenance intervention. This sector manage a yearly budget of 0.5MM$ for variable expenses, 0.3 up to 0.5MM$ of extraordinary maintenance expenses. - Achievement on Efficiency: Using Reliability concepts and technics, develop a maintenance plan to reduce downtime due to Non Operative causes. Starting from 13.2% of possible utilization, reduced to 5.4% at end of first year, and up to 4.1% at end of second year.- Special Project: Redesign the Emulsion System to reduce high consumption of pump’ spare parts. At the end, TBF was extended from 6 month to 2 years, Saving 78K$/year (73%).

Purchasing of Equipment, spares and under design elements for Maintenance and Engineering departments. Negotiating price, volume, lead time, and Incoterms with national and international suppliers, including financing, credit and payment terms, after technical evaluation and approval, using SAP - MM.- Special Project: Create and Lead a team to expedite purchasing process and deliveries to support the Master Investment plan of SIDOR, with 132MM$ in Purchase Orders with +250K items, and a tight schedule. No intervention was delayed due to lack of materials.

Engineering Direction of SIDOR, is divided in 5 different departments distributed by process type. Each department is specialized in its process and assist all inquiries coming from Operations. In total, around 200 Engineers and Drafters, from all disciplines such Mechanical, Electric, Electronic, Civil, Metallurgy, Automation and Environment integrate the direction, with a budget of 350MM$ for 5 years.- Achievement on Cost: Project manager of a Project to substitute process tanks and recirculation system using polypropylene, was saved 0.8MM$. Total investment 2.3MM$.

Field responsible of erection of oil & gas pipe line, gas pressure regulation & distribution stations.

Design department at Mechanical Engineering School is one of three departments together with Materials and Thermic & Fluids departments. This department is in-charge of signatures such Mechanical Design, Project Management, Design Standards, Drafter, Movement Kinetic and Dynamic. Integrated for 10 professors and 12 Teaching assistant. Responsibilities: Complement classroom teaching with practical exercises, delivery tutorials to practical problem-solution and test sample for students. Assist the signatures evaluation assigning quiz and score them, elaboration of department reports, and prepare didactic material for classroom activities.- Achievement: Creation of first computer lab for CAD-CAM instruction classroom, and integration of AutoCAD to signature Drawing Design 3. Was financed delivering AutoCAD training to foreign students. This initiative was supported with collaboration of other two fellows teaching assistants.