Manager Service

José Eduardo Alvarado Lara

Av. Gustavo Baz **** TA-Dep104 Col. Pedro Barrientos Tlalnepantla de Baz, Edo de Mexico 444-***-**** ******************@*****.***

Summary

Strong professional with 8 Years of experience in applying TPS Lean/Six Sigma as a BB Certified, Assistant Vice President with 3 Years of experience on managing a COE (center of excellence) in an executive role, 3 years as Quality Assurance Manager optimizing Plastic Injection & Repair Process performance and 2 years as Sr Project Manager managing multiple projects across organizational HR entities focusing on process improvements. Objective

Proactively scan the environment for new ideas, trends, benchmarking and apply them to my extensive experience. Highly creative, recognized as a results-oriented and solution-focused individual by achieving success thru a significant positive change execution to an established strategy. Education

BACHELORS OF ARTS 06 - 1992 UNIVERSIDAD AUTONOMA DE CD. JUAREZ Major: Architecture

Minor: Landscape

Related coursework: Project Management / TPS Lean-Six Sigma Black Belt Certified Skills & Abilities

RESOURCE MANAGEMENT

Strong experience in managing efforts of people for different businesses and organizations to achieve strategic goals by using available resources efficiently and effectively QUALITY MANAGEMENT

As TPS Lean/Six Sigma Black Belt certified, able to direct an organization so that it optimizes its performance through analysis and improvement, controlling processes to ensure that the outcomes are predictable to obtain confidence that a product or service will be satisfactory as expected. INTEGRATE THINKER

Demonstrate the ability to think strategically and critically analyze details, accomplishing seemingly conflicting goals to achieve the best possible results.

LEADERSHIP

Able to clearly explain the alignment of the strategic priorities of own area with the direction and strategic priorities of the broader organization by creating a work environment where people are encouraged to consistently perform at their very best.

CHAMPIONS CHANGE

Passionate to create an environment that drives change and challenges the status quo, by pushing others to generate breakthrough ideas and initiatives. Always advocate for change, by providing a clear rationale and putting accountability measures in places.

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Experience

GLOBAL PRODUCT QUALITY & CUSTOMER ASSURANCE ENG HP INC., SANTA FE CDMX 09 – 2016 TO CURRENT Responsible to manage the On Site Service Provider for Mexico, being in charge of executing the E2E - In Warranty trade deals for customers and ensuring customer satisfaction during the full repair of customer equipment for PS Consumer Products & PS Commercial Products maintaining the NPS score at target levels. Accountable for the Service Average Intervention Rate (sAIR) metric based on ̈First Time Fix ̈ strategy keeping levels below the 3.5% Annual Target by applying the 4 Disciplines of Execution (4DX) to improve service bench repair process. Keeping and improving other key metrics such as Re-Service Interventions improved from 14.5% to 13% by Q32017

(Annual Repair Rate, ARR), Key Commodities – Not Failure Found (NFF) for Mother Boards from 14.5% to 10.3% ARR. Ensuring 100% of the implementation of all NPI Personal Systems Platforms during the launching of the planned 2017 Sales Cycles having the service provider aware & trained to perform the service bench repair process. SR HR PROJECT MANAGEMENT SPECIALIST HONEYWELL, SLP HUB 08 – 2013 TO 04 - 2016 In charge to drive HOS (Honeywell’s Operating System based on TPS/Lean Manufacturing) maturity to prepare site for HOS Bronze and thereafter, managing the Improvement Teams implementation plans to sustain achievements by establishing a project MOS (Managing Operations System) with a rigorous Six Sigma Methodology focus. As results the level of NPA (Net Payroll Accuracy) increased from 98% to 99.9% in 2014. Managed all SDP (Strategic Deployment Process) initiatives to achieve organization breakthrough annual objectives, exceeding expectations on productivity improvement for a total of 5.06 FTE reductions (~100k annually) by eliminated manual work & None Value Added activities to reduce Cycle Time in 6 months. FMEA & Control Plan implemented to sustain gains.

Responsible for managing NPI work transitions from HR scope, lifting administrative activities from all the 83 countries on where Honeywell has presence, ensuring quality & delivery being align with the current service model. Appointed as a global SME (Subject Matter Expert) for the records administration on employees personal files, ensuring legal & business compliance by all countries / all regions. QUALITY ASSURANCE MANAGER COSMA CD JUAREZ 07 – 2011 TO 08 - 2013 Responsible to assure quality for plastic injection parts, focusing on reducing RMA’s by designing a Quality Assurance System to ensure Service delivery with a result of improved accuracy from 93% to 99.2% and a span time reduction from 85 to 4.5 hrs. on TAT being aligned with ISO 9000:2008 compliance ASSISTANT VICE PRESIDENT GE CD JUAREZ 04 – 2007 TO 09 - 2010 Responsible of the Document Management COE (Center of Excellence) for all Account Payable Processes from a portfolio of 30+ Fortune 500 companies with a 400+ employee’s organization. Improved the 2008 EBIT from a -46% to a 13% by managing Lean projects to reduce non–value added activities, as a result the revenue was increased from a 4.62MM goal to reached 5.2MM

Managed COE P&L Financials with an AOP of $3.5MM, services were improved by driving and mentoring process improvements to achieve a 100% CPS/PS (Promoter Score) compliance from an 86% past year results Reduced workforce attrition from a monthly 65% to a 19% by stabilizing operations and implementing employees career path across all levels, even when an Over Time elimination initiative was implemented by increasing productivity rate for at least 10% with a savings achievement of $20k within the SLA’s agreed without any negative impact with customers SIX SIGMA LEADER GE CD JUAREZ 04 – 2001 TO 04 - 2007 Responsible to improve customers SLA’s (Service Level Agreement), stabilize operations and increase the Six Sigma DNA. Accuracy was improved across all processes from a monthly 77% score to a 95% in 3 months Responsible of all Six Sigma training and knowledge management programs within the Business, implemented a Quality Assurance System to drive multiple Lean AWO’s to reduce the Non-Value added activities by leading a group of Black Belts focused in driving across the Business resulted on savings impact of around $3MM Accountable to assure SLA’s compliance across the Business by Mentor & Coach Six Sigma Green Belts seeking for certifications with a scope on Business Cost Operations reductions.

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