Continuous improvement | manufacturing | engineering | quality | operations

For over 100 years Essilor has established itself as a leader in the optical industry by developing new and innovative lens solutions.CI tools roadmap for implementation. Manage an engineering workforce and CAPEX to gain the most productive operational output with Lean-Six Sigma methodology.KPI’s performance improvement through Standard work implementation. Core tools, Kaizen blitz events, poka-yoke devices, VSM and Zero defects mindset. 5’S, Kanban, Takt Time, SMED & TPM. Gemba walks development and deployment.
 DP performance improvement from 76% to 91%, PPM reduction from 7000 to 1500.
 Opex deployment and development, cultural mindset changed to Wolrd class manufacturing standard.

Product and Process Engineering leadership.KPI’S development and deployment according P&L business needs. VW, Mazda, Daimler, GM, Toyota, Nissan, Valeo and Hella customers. Manage an engineering workforce to gain the most productive operational output with Lean-Six Sigma (DMAIC) methodology. Propose solutions in support of cost, management, quality and production. Quality, production, DP and cost performance improvement through Cultural change and Standard work implementation. Action plans development and follow up. Control plan, PFMEA, APQP, PPAP and ISO/TS 16949. Kaizen blitz events, poka yoke devices, VSM and Zero defects mindset. 5’S, Kanban, Takt Time, JIT, SMED & TPM implementation. Gemba walks develop and deployment.
	DP performance improvement from 91% to 99%.   
	Full Mazda J59W platform launch up.
	Manufacturing equipment utilization improvement efficiency from 84% to 90%.
	Throughput performance improvement from 38 K to 44K daily wire harness.

Mekra Lang provides solutions involved in the improvement of rear vision mirror technology. KPI’S development and deployment according P&L business needs. Lean-Six Sigma (DMAIC) identifies and improves the outcomes of quality, manufacturing and operation process to increase efficiencies, customer satisfaction and reduce company cost. Identify, facilitate and lead cost, manufacturing and quality process improvements projects, training/workshops and methods of cultural change; identify opportunities for improvement and define issues; consider current procedures, measurement performance and return of investment. Propose solutions in support of cost, management, quality and production, develop roadmap to future and define projects according P&L business needs. Quality, production, DP and cost performance improvement through Cultural change, Standard work implementation, one-piece flow, people in motion, Kaizen blitz events, poka yoke devices, VSM and Zero defects mindset. 5’S, Kanban, Takt Time, JIT, SMED & TPM implementation. Control plan, PFMEA, APQP, PPAP and ISO/TS 16949. Continuous learning strategy, cross-training, coaching and mentoring. Gemba walks develop and deployment. Defining Value vs Non-value. Principles of empowerment, employee training and development. Action plans development and follow up. Change agent.
	Kenworth line assembly throughput improvement from 27 p/hr to 35 p/hr saving $150K per year in overtime.
	Daimler line quality improvement from 800 PPM to 50 PPM with saving $80K in customer’s fees and penalties.
	Lay out improvement to launch MB new project. Area achieved 1,700 sq/ft.
	Navistar DP improvement from 88% to 96% with $50K savings in extra shipments.
	Plant quality overall performance improvement from 1100 PPM to 350 PPM.
	5’S development and deployment in order to ensure $1.8M new business with Mercedes Benz - Sprinter van project.

Worldwide heavy equipment manufacturer leader. Chain value administration - Lean manufacturing implementation. Value stream design and KPI’S development and deployment according P&L business needs. Lean-Six Sigma (DMAIC) projects identification to drive improved efficiency and quality through improved costs and better equipment utilization. Delivering operational results through high impact lean projects at key suppliers which support the breakthrough improvement of the full value system and shares best practices with the VPS site coordinators as well as supports Purchasing and supplying management process and systems improvements. Support and lead black belt and Kaizen projects to improve cost, manufacturing & quality processes. Roadmap development and deployment to future and define projects and strategies according P&L business needs. Quality, production, DP and cost performance improvement through Cultural change, Standard work implementation, one-piece flow, people in motion, Kaizen blitz events, poka yoke devices, VSM and Zero defects mindset. Autonomation- Jidoka, 5’S, Kanban, Takt Time, JIT, Pull system, SMED, andon system and TPM implementation. Control plan, PFMEA, APQP, PPAP and ISO/TS 16949. Continuous Learning Strategy, Cross-Training, Coaching and Mentoring. Gemba walks for improving critical thinking skills. Defining Value vs Non-value. Principles of empowerment, employee training. Action plans development. Change agent.
	3% cost reduction per year from high impact lean projects at 24 key suppliers. Purchased components and supply chain represent over 70% of the product cost in Volvo CE NA with $220M at Shippensburg supplier spend.
	Material management in 7 main commodities: PWT: 40%, STR: 19%, HYD: 14%, SMP: 12%, EE: 6%, CAB: 5%, ATC: 4%.
	Assembling 28 different machine models within 4 product lines (Wheel Loaders, Compaction, Motor grader and Pavers).
	Inventory turns from 4 to 15 with 24 key suppliers in Region Americas.
	Globally supplier base reduction from 3700 suppliers to 1800 suppliers in 4 years.
	Region Americas STR supplier’s quality improvement from 2400 PPM to 200 PPM, DP improvement from 85% to 97%. 
	Region Americas HYD supplier’s quality improvement from 1500 PPM to 80 PPM, DP improvement from 81% to 97%.
	RA SMP supplier’s quality improvement from 600 PPM to 100 PPM, DP improvement from 80% to 95%.
	RA EE supplier lead time reduction from 15 days to 11 days, quality improvement from 400 PPM to 50 PPM.

North America blind manufacturer leader with sales over $600MM. KPI’S development and deployment according P&L business needs. Implemented key performance metrics, cell and lean manufacturing concept, Lean-Six Sigma methodology (DMAIC), one-piece flow and people in motion implementation. Gemba walks for improving critical thinking skills, enablers for lean, leadership business vision, mission, values, strategies and goals, including resource allocation, execution and metrics.Defining Value vs non-value, teamwork design, development & implementation (Self-guided teamwork). Autonomation (Jidoka), 5’S, Kanban, Takt time, JIT, pull system, SMED, andon system and TPM implementation. Principles of empowerment, employee training and development, skills asssessment, continuous learning strategy, cross-training, coaching and mentoring. Control plan, PFMEA, APQP, PPAP, 8’D and ISO/TS 16949.Value stream design. Roadmap develop and deplyoment. Quality, production, DP and cost performance improvement through Cultural change, Standard work implementation, one-piece flow, people in motion, Kaizen blitz events, poka yoke devices, VSM and Zero defects mindset. C-TPAT implementation. Change agent.
	360 direct employees and 20 indirect in 2 shifts Monday to Friday with 5 product lines.
	Lake Forest blind assembly line reengineering process: 1100 per day improved to 1750 pcs per day with 0 investments.
	DP performance improvement from 71% to 98% with a 200K USD.   
	Shade blind assembly line transferred from Middleton, WI to Tijuana, MX with 10% budget reduction, 0 accidents, 200 PPM, 98% adherence to production plan, $ 4.75 USD scrap blind, 3% overtime monthly based on delayed material.
	Horizontal blind assembly line reengineering process: 950 per day improved to 1300 pcs per day with 0 investments.
	Natural shade fabric material usage improvement in 12% reduction with savings of $ 450K USD.

Production lines launch and mass production ramp up for GM (Hummer H2). Key performance metrics implemented according P&L business needs. One-piece flow, people in motion, Lean Manufacturing implementation and value stream design. Continuously improve manufacturing cost and cost savings activites. Control Plan, PFMEA, APQP, PPAP, 8’D and ISO/TS 16949 Implementation. Customer Service Support in Mishiwaka Plant for 3 months. TPS, VSM, 5’S, Kanban, TT, JIT, SMED, andon system and TPM. Quality, production, DP and cost performance improvement through cultural change, gemba walks, standard work, kaizen blitz events, poka yoke devices, VSM, Zero defects mindset. Skills assessment, Continuous learning strategy, Cross-training. coaching and mentoring. Change agent.
	GM Hummer H2 project launch in scheduled time with next metrics: 0 accidents, 200 DPPM'S, 100% adherence to plan production, 0.8 lbs. scarp per line, 3% overtime monthly based on delayed material, 5% monthly absenteeism and 8% monthly turnover.
	8% wire harness weight reduction in Hummer H2 product line with $ 130 K USD material savings.
	Customer Service Support in Mishiwaka Plant for 3 months.  
	‘Duck nose´ tool to avoid damage by assembly process with $100K USD savings in scrap and customer complaints.

Mercedes Benz ML320 launch project, GM (Buick, Olds, Pontiac & Pontiac Vibe) and Toyota (Tacoma & Matrix) customers. Yamada’s workshop to improve quality, manufacturing, DP and cost processes. Key performance metrics implemented. Manufacturing cellular concept and TPS-Lean implementation. Continuously improve manufacturing cost and cost savings activities through Kaizen development. Control Plan, PFMEA, APQP, PPAP, 8'D, and ISO/TS16949 implementation. TPS, Gemba walks, VSM, 5’S, Kanban, TT, JIT, SMED, TPM, andon system, Jidoka and teamwork implementation. Learning experience and an opportunity to understand how Lean manufacturing and Toyota Production System operate. Change agent. 
	47.71 sec cycle time reduction, improving throughput from 80 p/shift to 96 p/shift and saving $ 250K in equipment.
	Transferred 3 wire harnesses assembly lines with the next metric accomplished: 0 accidents, 400 PPM, 100% production plan adherence, 2 lbs. scrap per line and 8% overtime weekly headcount basis.
	Yamada’s workshop to improve quality, manufacturing, DP and cost processes through Kaizen development, Gemba walks, VSM, 5’S, Kanban, TT, JIT, SMED, TPM, andon system, Jidoka and teamwork implementation.
	Key performance metrics implemented. Manufacturing cellular concept and TPS-Lean implementation.
	Learning experience and an opportunity to understand how Lean manufacturing and Toyota Production System operate.

Ingenieria industrial