Quality Assurance Manager

SUMMARY

Six Sigma and Lean Manufacturing professional with 12+

years delivering cost-reduction, asset rationalization,

quality and speed-to-market solutions for organizations

committed to enterprise-wide transformations.

Implementation experience with some of the world's

largest consumer products and retail companies. Working

experience over the Americas and South Asia.

AREAS OF EXPERTISE

. Toyota Production System, VSM, Kaizen, 5S, Visual Management, Kanban,

FIFO, SMED, Batch Size Reduction

. Pilot Cells, Cellular Manufacturing, Group Incentive, Shop floor

. Black Belt, DMAIC, Minitab, DOE

. Quality Assurance, RFT

. MS Project, Gantt Chart, Staffing, Budgeting

. Lean Metrics, KPIs, Cost Savings, Margin Contribution, Revenue

. Inventory Management, Inventory Turnover, Cash-to-Cash

. Lead Time, Dock-to-Dock, On Time Performance

. Product Development

. Change Management, Advocacy, Sponsorship

. Retail, Sourcing

. Contract Manufacturing, OEM

. VMI, Forecasting & Replenishment, Make-to-Stock

. Purchasing, Vendor Management

. Planning, Scheduling, Subcontracting, MRP II

. Warehousing, Pick & Pack, Incentive, Simulation Modeling

. Fortune 500 companies

. Role Modeling, Coaching

. Selling, Big Value, Business Case Making

. Establishing Rapport, Working on the Road, Resourcefulness

. Start ups, Turnkey Implementations, CapEx, ROI, Payback

. Brownfield Implementations, Turnaround Projects

. India, Bangladesh, Pakistan, Afghanistan, China

. Mexico, Caribbean Basin, U.S., Brazil

EXPERIENCE

vice-president, practice head Apparel Operations

technopak India - 2006 - 2009

Premiere consulting firm to provide strategy to implementation solutions to

the retail, healthcare, food/grocery, fashion and consumer research sectors

in South Asia. Marquee clients include:

. Microsoft

. Wal-mart

. Home Depot

. Disney

. IKEA

. Armani

. Samsung

. Marks & Spencer

DUTIES AND RESPONSIBILITIES

. Serviced manufacturers, retailers and branded marketers sourcing out

of China, Pakistan, India, Bangladesh and Afghanistan.

. Brought in savings of tens of millions of USD by cutting costs and

rationalizing asset utilization; improved quality and delivery

performance using Lean Manufacturing and Six Sigma toolsets.

. Supervised as many as 6 on-going implementations with different

clients.

. Supervised 29 engagement managers and consultants.

. Ensured targets were achieved and implementations completed on-time

and on-budget.

. Acted as a change agent role model and subject matter expert on Lean

Manufacturing and Six Sigma.

. Charted every implementation and kicked off on-site delivery.

. Prepared training material and conducted Lean-Sigma workshops.

. Advocated/educated/coached at all levels required: from shop floor to

boardroom.

. Ensured sustainability of completed assignments

. Responsible for USD 2 million per year in consulting fees.

. Authored papers and participated at events to raise our practice's

visibility.

THE RESULTS

. Saved tens of millions of USD to clients in South Asia (refer to next

section)

. Developed our Lean-Sigma service; sold Technopak's first

implementation.

. Increased the practice's annual revenue by 60% in my first year.

Sample ImplementationS AT TECHNOPAK

The problem

Pakistan-based vertically integrated OEM, 20 years in business and supplier

to world's largest sportswear brand, was facing quality, delivery and

productivity losses everywhere; poor work ethic and workmanship, main

issues of this 1,000+ worker organization. Efficiency was estimated at

35%; rework levels peaked at 35%; Irregulars, 12%. The shopfloor was a

mess.

The solution

1. Implemented the 5S; created visual impact: shopfloor, warehouses,

backyards and offices.

2. Raised awareness through Waste workshops. Localized curricula on the

use of Lean-Sigma tools for each position. Trained accordingly.

3. Set up Lean metrics and targets. Distributed a Key Performance

Indicator's report; made managers liable. Facilitated a monthly

meeting chaired by Managing Director; reviewed

Progress/Problems/Plans.

4. Mapped the Value Stream; shortlisted key opportunities to slash Dock-

to-Dock times.

5. Brainstormed with line managers; identified and eventually addressed

pressing issues through 36 Kaizen events. Scheduled, staffed and

facilitated each 5-day event.

6. Implemented a less self-checking, more Right the First Time policy

using DMAIC. Addressed most challenging/demoralizing quality issues

with DOE.

7. Allowed orders to flow on a First-In, First-Out policy; simplified the

Planning process. Implemented SMED to minimize downtime due to

disaggregated flow / changeovers.

8. Implemented a mixed mode supply chain by product family; Kanbans and

FIFOs to push/pull accordingly linking every department (from

suppliers to our shipping dock).

9. Implemented mini-Kaizens-cum-MDI at the shopfloor and office level.

10. Published a monthly newsletter to educate/evangelize on Lean-Sigma and

highlight successes.

The results

. Labor efficiency increased to 48%: an immediate 67% increment to the

bottom line.

. Capacity increased by almost 40%; coupled with the labor savings, an

additional USD 2.58 million in annual profits.

. Second quality pieces slashed by half, bringing in an additional

margin contribution of USD 0.85 million.

. A reduction of 70% to the rescreened final quality audits as reported

by the customer.

. A reduction of 11% to the inventory sitting in the pipeline (estimated

USD 0.8 million in tied assets) and an average order lead-time

reduction of 3.5 weeks.

The problem

India's top brand of suits invested in a state of the art jeans plant. A

year into the start up, it is far from targets; order sizes, attrition and

rework rates miscalculated. Productivity sat on a 25% plateau; no time

left for lengthy turnarounds.

The solution

1. Reconfigured layout into manufacturing cells; clubbed/split operations

to steer away from the originally planned economies of scale.

2. Implemented AAMT: put in place operator screening and training best

practices to improve retention, shorten learning curves and improve

quality.

3. Disaggregated flow even more; simplified the Planning processes.

Implemented SMED to minimize downtimes due to changeovers.

4. Implemented a less self-checking, more Right the First Time policy

using DMAIC. Addressed most challenging/demoralizing quality issues

with DOE.

The results

. Start up on track. Labor efficiency increased to 50% in the first

three months: an immediate 41% increment to the bottom line.

. A capacity increase of almost 47% in terms of pieces produced that

coupled with the labor savings added USD 800,000 in annual profits.

EXPERIENCE

CONTINUOUS IMPROVEMENT DIRECTOR

GRUPO BETA HONDURAS - 2003 - 2006

Vertically integrated OEM apparel manufacturer with 6 facilities and 4,500+

employees.

DUTIES AND RESPONSIBILITIES

. Led our Lean-Sigma implementation from the ground up.

. Supervised a team of 12 CI specialists.

. Acted as a hands-on role model of a change agent.

. Accountable for integrating efforts with the overall financial

organizational goals.

. Accountable to create a genuine culture of Continuous Improvement and

to challenge the status quo.

. Reported to the Managing Director.

THE APPROACH

1. Implemented the 5S; created visual impact: shopfloor, warehouses,

backyards and offices.

2. Raised awareness through Waste workshops. Developed all training

materials on the use of Lean-Sigma tools. Trained accordingly.

3. Set up Lean metrics and targets. Distributed a Key Performance

Indicator's report; made managers liable. Facilitated a monthly

meeting chaired by Managing Director; reviewed

Progress/Problems/Plans.

4. Mapped the Value Stream; shortlisted key opportunities to slash Dock-

to-Dock times.

5. Brainstormed with line managers; identified and eventually addressed

pressing issues through a portfolio of dozens of Kaizen events.

Scheduled, staffed and facilitated each 5-day event.

6. Implemented a less self-checking, more Right the First Time policy

using DMAIC. Addressed most challenging/demoralizing quality issues

with DOE.

7. Allowed orders to flow on a First-In, First-Out policy; simplified the

Planning process. Implemented SMED to minimize downtime due to

disaggregated flow / changeovers.

8. Implemented a mixed mode supply chain by product family; Kanbans and

FIFOs to push/pull accordingly linking every department (from

suppliers to our shipping dock).

9. Implemented mini-Kaizens-cum-MDI at the shopfloor and office level.

10. Published a monthly newsletter to educate/evangelize on Lean-Sigma and

highlight successes.

THE RESULTS

. Capacity increment in terms of pieces by means of productivity

improvements of 39 to 63%. In all, a 43% increment to the profit

margins or USD 1.63 million by the third year.

. Second quality production from 3% to less than 1% (an additional USD

400,000 to the annual revenue).

. Order lead-time reduction from 16 to 10-12 weeks, reducing our

inventory positions and cash-to-cash ratios in the millions of USD.

. Inventory turnover increased by 28%, effectively releasing USD 2.52

million in assets.

MISC

. Certified Lean instructor by Productivity Inc. (2003)

. At the request of the second world's largest sportswear brand,

lectured vendors in the Americas on the application of Lean-Sigma.

SAMPLE KAIZEN EVENTS AT GRUPO BETA

. Streamlined the product development lead-time from 60+ to 22 days.

. Improved the service levels our Make-to-Stock programs from <70% to

95+%.

. Streamlined the order confirmation/issuing process from 3+ days to

same day.

. Streamlined the capacity planning process (MRP II) of a Master

Planning department from 3 days to 24 hours.

. Improved the on-time performance of a key supplier from 60 to 95%.

. Improved the adherence to the planning schedule from 40-50 to 85%.

. Reduced the errors in carton labeling from 2-2.5 to less than 0.5%.

. Improved the accuracy of the inventory positions in our 50,000 sqft

worth of warehouses from 90 to 98-99%.

. Reduced the time to process a warehouse requisition from 3+ hours to

less than 15 minutes.

. Reduced the Dock-to-Dock lead-time of new products from 6+ days to 36

hours.

. Improved the RFT (Right the First Time) index from 65% to 92%.

. Improved the productivity of the Packing department from 40 to 95%.

. Consolidated the number of SKUs of our warehouse by 60% in a period of

3 months.

. Reduced amendments to the payroll from 100+ to less than 15 per week.

. Improved the accuracy of the incentive reports by reducing data entry

mistakes from 1+% to 0.2%

. Numerous process variation Kaizens aimed at reducing stains, skipped

stitches, needle holes, etcetera using DMAIC with Design of

Experiments

EXPERIENCE

PERFORMANCE ENHANCEMENT CONSULTANT

KURT SALMON ASSOC. U.S.A. - 1995 - 2001

Premiere solutions provider to the retail, consumer products, and health

care industries with more than 70 years in business. KSA delivers

accelerated business value through integrated Business Growth, Inventory

Efficiency, Margin Management, Productivity Improvement, and Technology

Effectiveness programs.

DUTIES AND RESPONSIBILITIES

. Delivered quality, productivity and speed-to-market solutions in

Mexico/Caribbean, Brazil and the U.S.

. Worked for the world's largest manufacturers/retailers of textiles,

apparel and footwear.

. Directly led client teams of as many as 30 professionals.

. Led dozens of turnkey plant startups and Brownfield implementations.

. Conducted due diligence studies in preparation to major investments.

THE RESULTS

. First turnaround project incorporating Six Sigma's DMAIC approach.

. Savings in the tens of millions of USD to our clients using our Fast

Startup methodology.

. Savings in the tens of millions of USD in numerous turnaround

assignments (refer to next page).

. Annual billing in consulting fees on target: USD 220,000.

. Repeated assignments at the request of clients.

LIST OF PROJECTS AT KURT SALMON ASSOCIATES

Benchmark manufacturing operations

Location: USA

Client: division of world's largest footwear brand

On-site turnkey plant startup

Location: El Salvador

Client: Leading U.S. knit goods manufacturer and marketer

On-site turnkey plant startup

Location: Brazil

Client: World's largest home furnishings manufacturer

On-site turnkey plant startup

Location: Mexico

Client: Leading U.S. manufacturer and marketer of workwear

Business Process Reengineering

Location: Mexico

Client: World's largest apparel company

Business Process Reengineering

Location: Honduras

Client: World's largest apparel company

On-site turnkey plant startup

Location: Honduras

Client: Region's largest apparel contractor

On-site turnkey plant startup

Location: Mexico

Client: Leading U.S. uniform manufacturer

On-site turnkey plant startup

Location: Mexico

Client: Second largest U.S. uniform manufacturer

Market Survey and Due Diligence

Location: Guatemala and Honduras

Client: World's largest textile company

Market Survey and Due Diligence

Location: Honduras

Client: Soon-to-be world's largest circular knit textile mill

Market Survey and Due Diligence

Location: Brazil

Client: Leading U.S. brown shoe branded marketer and retailer

Market Survey and Due Diligence

Location: Mexico

Client: World's largest shoe retailer

Business Process Reengineering

Location: USA

Client: World's largest hosiery company

EXPERIENCE

REGIONAL QUALITY MANAGER

GAP, INC MEXICO - 2001 - 2002

Gap Inc. is the world's largest specialty retailer of clothing through its

Gap, Banana Republic and Old Navy stores.

DUTIES AND RESPONSIBILITIES

. Supervised 30+ purchase orders (~75 SKUs each) at any given time worth

USD 8 million.

. Ensured shipments met Gap's expectations of on-time delivery and

product integrity.

. Reviewed seasonal buy plans with merchandisers; identified key items

and monitored on the field.

. Vetted every single stage of the manufacturing process: from product

development until shipment with a team of 3 QC auditors.

. Reported to Country Manager.

QUALITY ASSURANCE ANALYST

WHIRLPOOL MEXICO - 1994

Industry leader manufacturing and marketing home appliances under the

brands of Maytag, KitchenAid, Amana and other major names in more than 170

countries.

DUTIES AND RESPONSIBILITIES

. Analyzed, evaluated, and presented information concerning the Cost of

Quality including recommended improvements.

. Accountable for the metrics of 3 facilities.

. Reported to Quality Manager.

EDUCATION

B.E., Industrial and Systems Engineering, 1994.

Tec de Monterrey (ITESM), Mexico

Highest ranked engineering and business school in Latin America.

OTHER

. Recipient of KSA's Gold-Circle award in recognition to outstanding

project delivery to client Cole Haan Shoes (a subsidiary of Nike).

. Supply Chain Management professor. Advisor to the Logistics

Engineering program at UNITEC, Honduras.

. Native Spanish speaker; fluent in Portuguese.

R o Guadalquivir 329 Ote

Fuentes del Valle

San Pedro Garza Garc a, NL 66220

M xico

T +52.81.1796.0944

**************@*****.***

www.linkedin.com/in/olivaresfelipe

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