Director of Operations MX

• Nov 2020 - Present

Operations, Support & Continuous Improvement Manager

• Apr 2020 - Nov 2020

NPI - Engineering - Warehouse - Logistics

Manufacturing & Lean Consultant

• Jan 2020 - Apr 2020

Production Control Process - Lean Accountability

General Manager Production

• Aug 2017 - Jan 2020

Savings✓ US$151,270 in savings cost (with a projection of US $ 700,000 per year); Reduction of 7 dollars per hour at the operation cost ✓ US$26,628 scrap reduction QuickPDCA implementation to the Top 1 scrap contributor of the weekSQDC Metrics✓ Safety Reduce from 2.1 accidents per year to 0.3 accidents per year✓ Quality 2 years with improvement back to back in Costumer Complaints✓ Delivery Increment of 8% in OTD to the customer✓ Cost Improvement of 15% of Efficiency (STD Hours / Presence hours)

Lean Champion

• Aug 2017 - Jan 2020

✓ TWI Reduction of training times under the TWI methodology✓ Shop Floor Management Board implementation ✓ Toyota Improvement Kata ✓ LAM (Lean Accountability Management)✓ Presentation of improvement projects every year to the corporate. 2017 in Switzerland, 2018 in Poland and 2019 in China

Operation Manager

• Feb 2017 - Aug 2017

✓ Scrap reduction program fabricso Kaizen focused on the use of fabrics, throwing as an improvement the creation of a racks of remnants that enter the average size of cuts used in the year✓ Increased productivity despite the need to hire staffo Creating work cells and multifunctional operators need us to have a personal resignation or absenteeism lines could produce a reduced output ✓ Scrap reduction program fabricso Kaizen focused on the use of fabrics, throwing as an improvement the creation of a racks of remnants that enter the average size of cuts used in the year✓ Increased productivity despite the need to hire staffo Creating work cells and multifunctional operators need us to have a personal resignation or absenteeism lines could produce a reduced output

Production Manager

• Feb 2009 - Feb 2017

✓ Budget improvement with a 2% year to year reductiono Usage analysis of supplies and spare parts to reduce or improve the cost with the vendoro Improving the yield to have major profit margin✓ Improvements during new launches in different production lines (NPI)o The control process is fundamental for this activity; measuring and comparing to create corrective actions ✓ Increase production yield 65% to 92%o Reducing process variation o Control process implement o Daily training to operator and leaderso Certification of daily activities✓ Reduction of $500,000 dollarso Process Analysis to determinate if is necessary use 2 towels to clean the product or with one towel is enough, this question reduce the 20% of supplies usage o Process Analysis to determine how long we can recoup the investment if we purchase bottles, regeneration osmosis instead of rent✓ QC Rejects by AQL from 7.5% to 3.2%o Certification of production inspectors by QCo Certification of procedureso PDCA to attack the top 3 defects to work in the production line for the reduction and consequently reduces escapes to QC