Gerente de operaciones / gerente de produccion / gerente de aseguranza de calidad / gerente de planta

•	Design and implement a quick physical inventory on pack Kan-ban material at the beginning of every shift.
•	Design and implement a shift production forecast at the beginning of each shift, and formalize a meeting at the end of shift to help lines with less efficiency. 
•	Improve kiting area with and ID on each complete kit to provide visibility about the number of days waiting to be assembled (Goal is less than 3 days).
•	3 Mayor Projects were identified, these are: Down Time date base, Production Forecast (based on people available and standard of models to be run) and electronic log on each shift.
•	During this period of time, some practices were improved, and some others were identified and documented with ideas about the way to achieve next level.

•	Final Inspection PPM’s were reduced by 50%, with no major customer complaints.
•	Direct Hourly Productivity increased by 20%
•	Developed and implemented a powder paint acceptable criteria book, with the help of a Quality Technician, increasing 20% production numbers, without affecting customer complains at all.
•	Designed and implemented a new Powder Paint Rack for hi volume items, increasing production at 108% with 0 touch up.

•	ISO9001:2008 – ISO9001:2015 plant certification and re-certifications with no major findings.
•	Implemented ISO/IEC80079-34:2011 requirements, while working with the corporative area to comply with their requirements. Manufacture plant was audited by UL agency achieving the certification.
•	Implemented 8D problem solving methodology to attend customers' main complaints and to solve areas of improvement in manufacturing operations.
•	Metrology lab achieving major score (100%) on internal 5S's + 1 audits during 3 consecutive years.

•	Leader the transfer of a US plant to Mexico with a team of manufacturing engineers, along with employees of Quality and Production.
•	Collaborated with the new organization in the starting of operations of Appleton in the Monterrey area. 
•	Created from ground zero the Quality infrastructure, taking ISO9001:2008 requirements as baseline and defined production and quality metrics.
•	Achieved UL, CSA and ETL certifications with no variation notices at all. Level of confidence was created to export our products the same audit day, instead of the average of two weeks.
•	Completed first production week with 80% efficiency on the first lighting product that started operations. The plant grew into 190,000sq-ft with grinding, machining, platting, powder paint, and assembly of parts for electricity installations under the brand name of Appleton Electric and O-Z Gedney, for Ordinary and Hazardous applications.
•	Developed and implemented a training matrix with operators qualifications and training requirements to maintain production areas running in an efficiency way.
•	Developed a weekly efficiency chart by operator with their daily efficiency, to reinforce operators with mayor opportunity for improvement.
•	Created with the IT support team a downtime Oracle database to store data required to identify mayor contributors for improvements.
•	Developed with IT support a Shop Package with bar codes to reduce downtime on data entry, by allowing team leaders to input the data themselves.

•	Increased productivity 10 points percent during first year, new company record. 
•	Achieved zero past due (coming from 7 to 10 days of backlog) and maintained it for 10 consecutive weeks, an historical teamwork event for this organization.
•	Achieved and increased daily order completion from 40% to first historical 100% on the month of February '09, thanks to collaborative efforts.
•	Improved the application of 5S on manufacturing areas.
•	Designed and implemented a system to analyze downtime on all production areas using an SQL database. This helped to quickly get first and second-level Paretos, create cause-and-effect analysis, and custom reports. It was recognized as a best practice in the organization.
•	Maintained continuous improvement in all production-related activities, creating a teamwork environment with motivated workforce, achieving 100% order completion on feeder orders.
•	Designed and implemented a database to make a forecast per line to obtain an hourly target, based on work content of model, people, and time available, reducing the gap between forecast and real value obtained in a daily basis with less than 10% of variation.

•	Designed and implemened a critical audit to control the most important process characteristics to prevent a major non-conformance.
•	Maintained ISO9001:2000 registration on plant with yearly surveillance with no major non-conformance. Last two years resulted with zero non-conformances.
•	Created and developed a Quality Assurance Customer service position, supporting main customer, with monthly customer visits and actions to monitor quality level, improving customer relations.
•	Created and documented specific work instructions per family at incoming inspection area, calibration area, and final audit, maintaining the system live with updates coming from customer feedback and/or engineering. These systems were considered as best practices in the organization.
•	Designed and implemented a Quality History Data Base (QHDB), that helped catch process improvement opportunities during the first piece production.
•	Implemented Process Failure Mode and Effect Analysis (PFMEA’s) focused on production areas, together with a manufacturing team. 
•	Created a quality plan that was recognized as the best from sales regional managers and one focus customer.
•	Developed and implemented a supplier score card based on quality, delivery, and responsiveness.
•	My job was classified as outstanding into an Organizational Review meeting, divisional President and Vice President classified me as a “hipot” member (Nov '06).

•	First Manager at this plant with Six Sigma training.
•	Reduced calibration budget in 20% with fine adjustments made on metrology Lab.
•	Reduced 25% non-conformances during internal audits according to ISO9002:1994 requirements.
•	Implemented Team Oriented Problem Solving (TOPS or 8D’s), focused on customer corrective actions request.

•	Developed a Quality Project using Six Sigma tools (Design of Experiments, Hypothesis test, Gauge repeatability and Reproducibility as main tools), saving the company $14,000 Dlls per year on first project.
•	Reduced 12.5% cycle time in DC motors manufacturing process using Six Sigma tools on my second project.
•	Created and documented a flow chart with Six Sigma measurements, resulting in proactive responses to production line opportunities for improvement.

If this information is relevant and required, just let me know, and I'll provide.

If this information is relevant and required, just let me know, and I'll provide.

If this information is relevant and required, just let me know, and I'll provide.

If this information is relevant and required, just let me know, and I'll provide.

Two years of formal training.

Ingeniero Civil con especialidad en Obras Hidraulicas, Estructuras y Vias terrestres.