David Ernesto López Gutiérrez, PMP
Address: *** ****** ** *******, *****, 88710 Mexico
**** – 2007 Master in Operations Management, Pontificia Universidad Católica Madre y Maestra (PUCMM)
2005 Top Management Diplomat, Universidad Pedro Henríquez Ureña (UNPHU)
2004 Continuous Improvement Tools for Manufacturing Diplomat, INTEC – INFOTEP - ASOBAL
1994-1998 Bachelors in Science, Major Industrial Engineering, Instituto Tecnológico de Santo Domingo (INTEC)
Six Sigma (Black Belt certified), 2D CAD, Microsoft Office (Word, Excel (advanced), PowerPoint), Minitab and SPC Excel proficient, Design Of Experiments, Statistical Process Control, Problem Solving and Decision Making, Failure Mode and Effect Analysis (PFMEA), Project Management, Lean Manufacturing (OEE, Value Stream Mapping, 5 S’s, Visual Management…), Supervisory Training, New Product Introduction, Effective Communication, Effective Interviewing, Quality Tools for Continuous Improvement, Customer Complain Analysis and handling, extensive Training in Fiber Optic Connectors, SAP system implementation support and handling, Oracle, JDE, Product Quality Architecture (PQA) training and experience, Project Management Professional Certification from PMI.
Corning Cable Systems, CISP Major Impact Project 2003
oè US$ 0.75 MM in annual savings, 15% Productivity Increase, 5% Yield Increase
oè Utilization of 6 Sigma and Lean Methodology
Corning Cable Systems, Operations Excellence Award 2003
oè US$ 0.75 MM in annual savings, 7% FPY increase
Corning Inc., Jamie R. Houghton Award 2004
oè US$ 1.5 MM in annual savings, DPM 100% reduction, 20% Productivity Increase
oè Utilization of 6 Sigma and Lean Methodology
Corning Cable Systems, Operations Excellence Award 2005
oè US$ 0.33 MM in annual savings, Automation Cell Transfer completed in 75% ET, 95% First Yield Run
oè Utilization of SMED technique, OEE measurement and initial assessment for TPM
è August 2017 – Actual
Rpr. Program Manager, iQor Aftermarket Services
Responsible of the Business Unit operational administration of all departments’ resources (direct and allocated) in order to hit monthly sales target and maintain a competitive cost in the aftermarket electronic industry. P&L financial management of the site through Revenue, Expenses and EBITDA projections on a weekly, monthly and quarterly basis; estimations are vital part of the Budget revised Quarterly and presented to the SLT for discussion. Evaluation and approval of ALL projects affecting the BU mainly for financial awareness of the team as well as overall health of the BU. Customer management through weekly meetings in order to establish estimated invoice at month end, Accrual for Cost Per Unit monitoring and Credits management. Invoicing process execution every month end; main deliverable is the operational invoice of all VA, Mtls, NRE and other miscellaneous items. Quotation through a pricing workbook of new products, reworks and any other need for the operation. Support and drive new initiatives for savings and other projects in order to improve overall interaction between the site and the customer.
è October 2014 – August 2017
Plant Program Manager, Eaton Automotive Industries
Manage NPD projects (average of 12 per year) for Fuel Emission and Powertrain Controls related products in the Automotive Industry. Products are built with molded plastic components and metal forged parts and manufactured using automation within the assembly line. Main interface with customers (Ford, GM and Chrysler; others are Kia, VW, BYD, Porsche and Mercedes) by regularly driving project meetings including local and international teams. Using Project Management Institute guidelines as a core tool and customer relationships to handle all Program/Project direct activities and interacting with a team of 7 Engineers (Mfg, QA, Maint, APQP, SQE, PPAP & Production) and the rest of the functions in the plant (Import/Export, Logistics, Shipping, Receiving, Finance, Purchasing, Incoming and Floor Operations) in order to achieve the completion for each one of the Project stages in a timely manner (Initiation, Planning, Execution, Control and Closing of projects). Risk management, scope maintain/changes, customer interaction are part of the day to day activities as well as metrics which are aligned to the Focus 5 metric in the organization. Also drive new RFQ efforts with the sales team in order to best find alternatives to support growth in the organization.
è February 2014 – October 2014
Senior Production Supervisor, Corning Life Science
Initiation of the job was mainly related to startup in Reynosa; transfer of equipment from NC to Reynosa, MX and smooth transition from the sending site which presented opposition for this effort as a natural reaction. Through relationship management, I helped create a synergy and moderated environment selling the company’s best intentions for the transfer and break resistance from the sending team. This helped reduce the estimated time from 5 to 2 months. Managing a staff of 30+ people including Production supervisors, Group leaders and Technical positions for Molding and Automation operations assuring GMP and GDP practices were sustained. Preventive Maintenance schedules planning and execution, validation processes and capacity analysis on a regular basis as part of the job function. Schedule handling, order management, customer complain handling and project management also included as part of the duties. OEE was the main metric for the molding and automatic assembly and packaging areas.
è June 2010 – December 2013
Program Manager, CNSBG Foxconn
Installation, Validation and Sustain Operations of Pad Printing with UV curing, Laser Etching and Liquid gluing for mobile phone screens for Nokia. Customer Relationship Management at the order of the day with Nokia as the main customer for this effort. Daily accountability through meetings with the customer was held as the startup of this operation flourished. This interaction and relationship helped achieve additional business with Motorola for a new startup with Nodes and other Telecommunication products for the Home industry which lasted 2.5 years. Also leveraged additional business with LG, where aftermarket services were needed for LCD screens (around 1 year). Finally Panasonic went knocking on our door after creating a network with some of our customers in Reynosa, in order to serve the Automotive industry; PCB boards using SMT technology was the main effort where our local team helped create a supply plan with truck routes in Reynosa with mean to move material back and forth during the week to keep customer lines running. P&L Analysis monthly review and Revenue analysis helped notice an overall increase of 1.5MM every month thanks to new business and helped grow our company by 30% compared to previous Budget plans for 2011. Coordinate and conduct Monthly Operations Review with customer on all key business aspects. As a PM, I was a global representative in a multi-cultural environment (EMEA & NAFTA Ops) for the local company, presenting a Quarterly Business Review summary for the site.
è January 2003 – June 2010
SME Sr. Mfg/Project Engineer, Corning Cable Systems
Directly responsible of PFMEA, Flowchart and FMA maintenance and improvement of assigned FO lines. Manage a team of 6 Senior Engineers with Jr Engineers and Technicians depending on the area. Yield, Productivity, PPM, Projects driven as main metrics for my position. DOE performed for Tight Tolerance Injection Molding area servicing Fiber Optic connectors, FO Cables and Adapters. Line balance and layout changes to optimize plant space for Fiber Optic Connector Lines under supervision. Lead Project implementation for improvements using 6 sigma and Lean manufacturing techniques. Line, product and cost structure periodic revision of all Fiber Optic products. Customer Feedback (complaints) analysis to find root causes and determine Corrective/Preventive actions. Actively participate and follow up product development activities from product conception until release to manufacturing for transfer purposes. Support and participate in line transfer activities (Training, Machinery and tool validation, system specifics, etc…). Support and participate in New Product Introduction activities. Design and support Testing system improvements for fiber optic products in equipment such as OTDR, Luna BRM and JDE IL.
è 2001 – December 2002
Quality Operations Superintendent, Baxter, Fenwal Division
Supervise all Quality Operation related activities of three main areas for Blood products manufacturing. Specifications revision vs actual operating standards in order to find opportunities. Ensure good practices were sustained in the operation. Handle all PRR and ensure non re occurrence through CAPA system. Personnel of 20+ including staff of Engineers and Techs. Validation OQ/IQ/PQ support for all operations in 2nd & 3rd shift. Follow up on all KPI for Quality Operations department on 2nd & 3rd shift including PPM, Lot liberation, sterilization schedule, GDP & GMP practices for clean room environment. Support and lead FDA audit related activities. Direct, support and sustain FMEA activities. Follow up on CAPA activities generated. Customer complaint follow up, analysis and preventive actions establishment.
è December 1999 – 2001
Manufacturing Operations Supervisor, Baxter, Fenwal Division
Create a synergy environment in a clean room with 144+ operators with 4 Group Leaders, 3 Material Handlers and 3 Maintenance Technicians in a high volume, low mix business scheme. Regular metrics to manage the room consisted in Productivity in order to achieve sales target, support the 911 incident by working OT from September through November. Other metrics were PPM, Absenteeism, and Cross Training level among other surrogate indicators.
English (Second language, expert level)
French (Read, Write, Speak intermediate level)
Spanish (Native language)