*** ***** ***** ****

Greer, SC *****

Phone 864-***-****

E-mail acuuk4@r.postjobfree.com

Andrés Benjamin Moreno

Professional Experience

**/**** – Present Honeywell HOS Leader Greer AMS Greer SC

Led Honeywell Operating System (HOS) improvements at the Greer AMS site

Matured the site Bronze To Silver Team process to better involve shop floor associates in closing the site gaps to silver

Assisted AMSC (Americas Mechanical Service Centers) network by coaching multiple sites in processes to enable them to address maturity gaps through engaging their workforce

Hosted visitors from sites in the Aerospace and ACS (Automation and Controls) businesses to assist in their HOS development

Developed an operating system for interacting with suppliers to improve performance

Established robust operating systems around metric management which enabled the site to achieve Silver Status within 1 year

Established processes that improved delivery from 58% on time to request to >97%, reduced escape rate by 50%, and lowered inventory by more than 50% (>$9M)

Worked with quality and engineering groups to develop benchmark processes around quality and engineering management processes, cell based rolled throughput yield and scrap management.

Worked with the site leadership team to develop multiple best practices that include BIQ (Built in Quality), use of Starpoint teams, Cell visual management, and supplier interactions.

Assisted Corporate HSE (Health safety and Environment) in presentation of Integrating HSE into HOS course - 2014

Chosen to participate in Future Site Leader program – 2015

Closely supported and helped coordinate Organizational Development baselines at the site

Partnered with HR to integrate employee relations improvements into HOS processes

Acting Materials Manager during gap in leadership

05/2000- 12/2013 Westinghouse Electric Company Columbia, SC

08/2009- 2013 Westinghouse Manufacturing System (WMS) Site Implementation Manager

Led the implementation of all aspects of WMS at the Columbia site, as well as developing and implementing a site wide policy deployment process

WMS includes Lean Manufacturing, equipment reliability, maintenance work management, training and learning, and human performance (structured process to reduce the frequency and severity of human errors).

Developed a Policy Deployment process for the Columbia Plant that since has been used as input and training examples for a process used by all Westinghouse manufacturing sites.

Facilitated Blue Sky and Policy deployment sessions for the Vice President of US Fuels Manufacturing and his staff to determine the key objectives and policies for FY 2012&13.

Lead the lean manufacturing implementation for the site of over 900 employees.

Led the creation of current and future state value stream maps in order to determine the strategic direction and priority for one of the critical manufacturing processes of the facility.

Established Kanbans and markets which reduced work in process by as much as 80%, improved hit rates, and reduced quality excursions.

Coordinated and led Kaizens that created pull systems, work balances, ergonomic workstations, and other lean improvements resulting in reductions in lead time of over 90% and reduction of scrap rates by over 20%.

Redesigned available training materials and delivered a two week Academy for the Site Leadership team that provided practical training on lean manufacturing and other improvement tools. Delivered this training to over 150 managers, engineers, and other professionals.

Developed and presented lean training

10/2006 – 07/2009 Fuel Rod Operations Manager

Direct management responsibility for the Integral Fuel Burnable Absorber (IFBA) and Fuel Rod departments staffed with a total of 93 employees (operators, team managers, process engineers, and process engineering technicians)

Initiated and process owner of the first official TPM event at the Columbia Site which resulted in improved mean time between failures as well as mean time to repair.

Delivered under operating budget during each fiscal year

Reduced the recordable injury rate from over 6.0 to having no recordable injuries in the last 16 months under leadership

Worked with process engineers to implement quality improvements that resulted in the highest first time yields in the history the department despite more restrictive standards (combined annual quality savings of nearly $600,000)

10/2005 – 09/2006 Design Engineering Manufacturing Interface Manager

Primary interface between the nuclear fuel design organization and US fuel manufacturing organization

Successfully developed a process to systematically evaluate manufacturing processes ability to meet the customers’ product performance expectations and develop action plans to address gaps

10/2003 – 10/2005 Customer First Leader – Wave 1

Project lead for various Six Sigma / Lean Manufacturing improvement projects

A member of the initial team of leaders identified for the company focused on continuously improving our processes in order to deliver more value to our company and customers, using Human Performance, 6-Sigma, Lean Manufacturing, and Behavior Differentiation

Led multiple projects focused on improving the manufacturing process to help ensure that nuclear fuel delivered to customers did not leak in reactor

08/2001– 09/2003 Manufacturing Engineer / Senior Manufacturing Engineer - Pellet Operations

One of two process engineers supporting a department of 75 hourly employees that included pharmaceutical presses, ceramic sintering furnaces, precision grinding, and inspection processes.

Worked to standardize changeovers at critical processes to reduce one of the primary downtime detractors

Selected as one of two Westinghouse employees to participate in a British Nuclear Fuels Ltd. (BNFL) leadership development program for promising young professionals

Selected to be a part of a division wide manufacturing rationalization team that identified the optimum locations to manufacture various products

Helped the department manager develop the pilot Human Performance / Human Factors at the Columbia Site (pelleting department). This pilot strategy was used to incorporate principles across the remainder of the facility.

Led the Pellet Area Improvement Team – a team focused on driving improvements to help achieve departmental goals

05/2000– 08/2001 Pellet Area Team Manager

Managed the first shift hourly workforce for the pelleting and ADU rod departments.

Education

Honeywell Lean Expert 2015 Honeywell Greenbelt Certification - 2014

Westinghouse Electric Company Customer First Leader Certification – Lean Six Sigma Blackbelt - 2005

08/1996 – 05/2000 University of South Carolina Columbia, SC

BS Chemical Engineering

Graduated with honors from the University of South Carolina Honors College (3.455 GPA)

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