Mejora continua, calidad, manufactura , producción

•	Deployment plan of Continuous Improvement culture through all levels of organizations. Lean Six Sigma, Kaizen events and Problem solving methodologies. 
•	Promoting and support the use of continuous improvement tools as SMED, OEE, 5S, Std work, Pull System, Heijunka-One Piece flow, Kanban, JIT, Visual factory, Andon, Kaizen, Problem solving methodologies 8D, A3, DMAIC, Core tools (MSA, SPC,FMEA, PPAP, APQP) Control plan.
•	Promoting and support the transformation of the plant integrating all operation departments to achieve improvements in Quality, Safety, On time delivery, Efficiency, Work in process (WIP) , Lead time, in general optimization of resources to reduce operation cost.
•	Operational Excellence meeting to follow up status of continuous improvement projects with impact in the P&L report, and level of participation, new opportunities. (Staff - Plant Manager - Global Continuous improvement coordinator)
•	Agreement with site accounting team to define structure to calculate the hard and soft savings and validation process.
•	Annual plan for savings, and people trained or certified in LSSGB, LSSBB.
•	Strategic planning to align focal points and specific objectives of the plant according to the corporate goals in terms of KPI. 
 

•	Deployment of Lean six sigma culture throughout the organization, A3 Problem solving, DMAIC Methodology, VSM, Flexible manufacturing cells, Leader standard work, one-piece flow, Pull system and Kan Ban, 5S, SMED, Poka Yoke, Heiyunka Work load balance (Line balance), OEE. Certification program to get LSSGB/LSSBB. 
•	Support and execution of 50 Six Sigma Projects. Kaizen & Kaizen blitz. Coordination of kaizen events to reduce waste to increase output, reduce variation in the critical quality and cost. 2 M of savings average in 12 months. 
•	As Lean Six Sigma manager I was integrated in a global team for the Strategic planning for 5 plants in the deployment, development and monitoring of the continuous improvement process under the Lean, Six Sigma tool of Jurán institute body of knowledge. 
•	Fast Response meeting focused to Safety, Quality, Delivery, Inventory and Efficiency, integrating teamwork of BU to detect and tracking of the internal and external major issues. 
•	Strategic planning to align focal points and specific objectives of the plant according to the corporative goals in terms of KPI.  Hoshin Kanri method. 
•	Annual plan of Lean Six Sigma projects.  2 million of savings. Reducing manufacturing cost (QN, SCRAP, SORTING, INV ADJUSTMENTS, WIP, INVENTORY) and increasing output. 
•	Creation of a LEAN-LEGO workshop to empower direct and indirect personnel to detect opportunities to reduce waste, using the main lean tools as VSM, 8D, 5S, Flow process, One-piece flow, SMED, TPM, Leader standard work. 

•	Experience in processes certified by ISO / TS 16949 (IATF),  in core tools (FMEA, MSA, SPC, APQP, PPAP) to satisfy customer requirements. 
•	Support the transformation to achieve improvements in Quality, Safety, Efficiency, Work in process (WIP), Lead Time, in general optimization of resources to reduce operation cost.
•	Support  the use of lean tools and six sigma,  SMED, OEE, 5S, Std. work, Pull system, One piece flow, Kanban, Jit , Visual factory, Andon, Kaizen, Gemba Walk,  Problem solving methodologies 8D, PDCA, DMAIC,5 Why, Ishikawa, Core tools ( MSA, SPC, FMEA, PPAP, APQP) Control plan.
•	Projects focused to reduce operation cost and achieve the goal savings. 2 Million by year.
•	Corrective action and preventive action process (CAPA) for internal and external findings.
•	Inspection plan for raw material, finish good, process and dock audits. 
•	Coordination of PPAP to produce samples, Dimensional layout, FMA, Control plan, Gage R&R, Process Flow, Appearance approval report, etc.
•	Experience in working closely with demanding customers  (Lear/Delphi/Sumitomo/Yazaki) 
•	Maintain all the equipment, and device of the process are calibrated. 

•	Guarantee that all processes are properly documented.
•	Support the document control process, new documents, engineering changes, document changes and approval process.
•	Ensure that the documents are used correctly and that they fulfill the purpose.
•	Training program for the deployment of quality policies.
•	Guarantee that the data collection process is reliable.
•	Guarantee that the equipment and device, gages, are properly calibrated.
•	Guarantee the support to suppliers and our customer to understand together the quality requirements both in materials and finished product.
•	Problem solving methodologies 8D, PDCA, DMAIC,5 Why, Ishikawa, C. tools MSA, SPC, FMEA, CP  
•	Assessment to determine the CTQ of the system in terms of Quality, Cost, Safety. 
•	Scrap reduction plan, obtaining an improvement of 6.25 USD to 3.75 dl per piece produced
•	Coordinate 2 Quality Supervisors and Quality Inspector to assure quality requirements.
•	Support for the development of suppliers with the greatest impact. 

•	Guarantee that all processes are properly documented.
•	Support the document control process, new documents, engineering changes, document changes and approval process.
•	Ensure that the documents are used correctly and that they fulfill the purpose.
•	Training program for the deployment of quality policies.
•	Guarantee that the data collection process is reliable.
•	Guarantee that the equipment and device calibration systems for quality assurance are properly calibrated.
•	Support in the use of Problem solving methodologies 8D, PDCA, DMAIC,5 Why, Ishikawa, Core tools ( MSA, SPC, FMEA) Control plan. 
•	Procedures and work instructions for quality audits of PC Board process, stamping, Engine assembly, silk screen process, Transmitters, and Final assembly.
•	Definition of Sample plan for long and short-term audits for the garage door opener. 
•	Coordinate 2 supervisors / 30 Quality inspector to complete the daily inspection plan, and effective communication to integrate teamwork to provide solutions. 
•	ISO 9000 internal auditor. 

•	Experience working as responsible of 8 Production supervisor, 16 production leader, and 1500 direct labor, with a high focus to complete Daily production program, Quality requirements, Cost, On time delivery, Safety risk elimination, Integration of the Total productive maintenance, Increase the efficiency using the correct use of the resource, Implementation of Quality in place implementing Poka Yoke, Self Inspection.
•	Integration of Manufacturing and Quality department to detect projects as part of continue improvement, evaluation, and prioritize depending of the impact in the P/ L report, Quality and safety. 
•	Experience in processes certified by ISO 13485. Experience in core tools (FMEA, MSA, SPC) to 
•	Reduction the lead time of the work orders, improving the OTD and CRD from 75 to 90 %.
•	Daily lay process audits (LPA), and check list before beginning and during the end of the 
                      shift. The benefits reflected in the productivity. 
•	CTQ Cost/CTQ Safety/CTQ Quality and Bottle necks detected, evaluated and actions to improve 

•	Coordinate 8 supervisors to obtain a better performance in each of their areas in compliance with the program, quality and cost.  
•	5S implementation program and 8 Waste reduction. 
•	Review of monthly, weekly and daily programs for each business units, OTD from 90% to 95 %. 
•	Coordinate preventive maintenance plans with Engineering based on production program Uptime from 93% to 97%. 
•	Support in the implementation of SPC, and follow up points out of control. 
•	Daily production report review in order to detect gaps between the real and goal, to take action and close the gaps.

•	Experience in process certified by ISO/TS 16949 (IATF) obtained as supplier of Ford/ Chrysler / GM / VW. 
•	Direct and indirect operations standard work based on Just in Time requirements. 
(Automatic and manual Assembly lines, Raw material and Finish good inventory), balancing     
“workload" and inventory levels to meet customer demand. (44 pph) 
•	Coordinate activities to increase efficiency from 40% to 85% minimum to produce 44 units per hr. 50 % of direct labor reduced in bolster and head process. 
•	Problem solving methodologies for internal and external quality issues. 8 Disciplines 
•	Just in time projects with Materials and Logistic department of Form Motor Co. 
•	Technical support to Sidertec Brazil as supplier of Lear Argentina, with the aim of reducing costs, increasing the output and reducing manufacturing cost. 
•	Experience in plant startups, new model and large coverage projects. Startup new operations in Lear Argentina as Supplier of VW Argentina, Cuautitlán Izcalli. 
•	Experience in transference in large coverage projects. Seat assembly from Lear Morristown Tennessee to Lear Hermosillo, Cut and sewing process project from Lear cd Juarez to Hermosillo.

Master degree in Administration with Speciality in Total Quality Management

Learning and strengthening administrative tools to enrich systems that guarantee customer satisfaction, Employee involvement, Process focus, Integrate intelligent and optimal systems, define better growth strategies, have better communication and constant work in a process of continuous improvement.