JUAN J. ROBLES

adtyq8@r.postjobfree.com 631-***-**** Coral Springs, FL, USA

linkedin.com/in/juanroblesie US Citizen

INDUSTRIAL ENGINEER AND PROJECT MANAGER

Industrial Engineer and Project Manager with 5+ years of experience managing capital projects, coordinating teams of 20+ associates, performing budget allocation, and analysis for local and overseas teams. Will increase productivity, quality, and profitability through simulation models and process design. AREAS OF EXPERTISE

Lean Manufacturing

Six Sigma

Statistical Process Control (SPC)

Design of Experiments

Facilities Engineering

Project Management

Systems Documentation, Analysis, and Design

Modeling, Analysis, Simulation, & Computation

Supply Chain Management

Cost Reduction

Occupational Safety & Health

EDUCATION

Bachelor of Science in Industrial Engineering, University at Buffalo – Buffalo, NY Green Belt for Lean Six Sigma, Institute of Industrial and Systems Engineers – Buffalo, NY Certified for ISO Management System Audit, Advance Learning Interactive Systems Online Certified for Workplace Safety and Health, Advance Learning Interactive Systems Online Certified for Maintenance Planning & Scheduling, Marshall Institute Online PROFESSIONAL EXPERIENCE

L&T TECHNOLOGY SERVICES July 2021 - present

Digital Manufacturing Systems-USA (DMS), Project Lead LTTS-DMS on contract with large USA Aerospace Manufacturer Mar 2022 – present Effectively allocated and currently managing a diverse team of 12 Supply Chain Specialists, Industrial Engineers, and Aerospace Engineers with numerous accomplishments across Aerospace suppliers in the US reported every 2 weeks. Selected Contributions:

Managed 12 direct reports in SC, CA, AZ, MI, IL, and TX and deployed them across the USA, implementing lean initiatives resulting in annualized reduction of waste by up to 27%.

Developed specifications for a rating score system to rank candidates. This method has successfully integrated 12 engineers bringing $600K every 3 month.

Reduced overhead costs by establishing a workshop/mentoring system to evaluate part on-time delivery against a list of troubled parts for every supplier before deployment.

Reduced vulnerabilities at all nodes in the supply-chain of a particular product line by streamlining buyer-supplier communication.

LTTS-DMS on contract with an American multinational heating, ventilation, and air conditioning, refrigeration, and fire and security equipment corporation July 2021 – Feb 2022 Closely supported Director of Engineering Productivity and Cost along the stages of value-added initiatives, keeping all parts of the process organized and running according to plan. The efforts ranged from short- to long-term goals 2

pertinent to multiple engineering disciplines across all business units: Central Engineering, Commercial HVAC, Residential HVAC, Fire and Security, and Refrigeration. Selected Contributions:

Coordinated communication of engineering to achieve goal-aligned outcomes weekly with 5 directors.

Supported the development of a phased-based approach to tackle 20k+ SKU rationalization and designed for 100+ global byers.

Develop potential processes for the transfer parts from one supplier to another by evaluating business sectors affected applying to up to 100 products.

Helped engineering team achieve 5% savings by leveraging third party contractors and creating skills matrix for all directors.

PERRIGO COMPANY PLC July 2020 - July 2021

Production Engineer – Maintenance Operations, Pharmaceutical, The Bronx, NY Organized maintenance processes for safety, profitability, efficiency, cost management, quality, and customer satisfaction. Proactively coordinated production equipment maintenance to improve reliability, repairs, and cost. Selected Contributions:

Reduced waiting time when processing a PO by 43%.

Reduced all preventive maintenance duration times by 15% on average, digitizing 560 maintenance manuals, drawings, and part catalogs. Digital information stations were set up throughout the plant, facilitating information at the point of maintenance.

Used historic data to improve 80 preventive maintenance plans for filler machines (Comadis & Norden), bundlers

(pester pac automation), case packers (pester pac automation), and palletizers (Octopus). The frequencies were adjusted based on statistical significance pulled from 4,260 work orders created in the past 4 years, saving the company $64,225/yr.

Most Significant Project Managed:

Reduced the engagement of mechanics on the lines for simple tasks such as setups and basic troubleshooting by 17%. This was achieved through Design of Experiments (DOE) data collection which showed a deficiency in the training regarding setups and simple line failures. Then managed a project budget of $2M+ and ensured the company obtained the best possible pricing in the development of onsite training through contractor specialists. CONSOLIDATED INDUSTRIES INC July 2018 - July 2020

Industrial Engineer – Forging Operations, Cheshire, CT Coordinated and initiated continuous improvement events that affected manufacturing processes of high-quality forgings from ferrous, non-ferrous, and exotic metals. Worked with cross-functional teams, including customers, design engineers, materials, operations, and corporate management, to implement lean manufacturing principles to improve quality, delivery, and cost of aerospace components such as landing gears, rotors, airframes, wheels, and more. Validated, improved, and supported some of the most demanding and ambitious projects: Sikorsky Blackhawk, S-92, CH-53K, Boeing Chinook 46, AH-64 Apache, and Lockheed C-130. Selected Contributions:

Reduced scrap product waste in the first 5 months of joining the company by 13%, saving 43,000 lbs. of material per year which equates to $235K.

Designed, implemented, and standardized training systems following AMS 2750E concerning four Class 5-Type D

(hard metals) and two Class 2-Type D (soft metals) furnaces.

Designed and incorporated an ergonomic Magnetic Particle Inspection (MPI: iron, steel, nickel, and cobalt) unit able to reduce lead-time by 2 weeks on 35% of parts.

Designed and incorporated an ergonomic Fluorescent Penetrant Inspection (FPI: aluminum, titanium, and magnesium) wet developer unit able to reduce lead-time by 1 week on 43% of parts.

Developed and managed a lean kaizen event regarding the purge of dead tools (dies the company has not used in 10 yrs. +) which integrated sales, operations, production planning, and shop floor associates, bringing $375K in the 3

last 8 months.

Assisted in the design, development, and implementation of a production schedule based on Just-in-time concepts in which the company does not own raw material/billets for more than 24hrs on average, reducing incoming storage areas by 73%.

Introduced and integrated statistical process control programs to track and predict die life based on measurement deflection concerning specific items (usually largest or the first one to touch die faces), helping the team to make decisions pre-forging process regarding die failure conditions. Most Significant Project Managed:

Analyzed, designed, and directed prime furnace project of $20M+, accounting for savings and contingencies. Designed and directed installation of new rotary tables for 4 forging O'Brien & Gere gas furnaces. Also, developed and managed the NAPCAP certification initiative based on Aerospace Material Specifications 2750D PYROMETRY. STARR & ASSOCIATES LLC July 2017 – July 2018

Associate Consultant - Time and Motion Analyst, Atlanta, GA Challenged with increasing productivity, improving process flow, and reducing costs while maintaining or improving safety for large communications companies (Cox Communications, Inc.). Developed, evaluated, and documented advanced installation methods and trouble call assistance through Time- study techniques and Kaizen Events. Collaborated with administrative and financial teams to establish viable support of safety standards. Worked onsite with cross-functional teams in the following states: (LA, VA, OK, NE, CA, AZ, and RI), traveling weekly. Selected Contributions:

Collaborated with senior management on Business Process Re-engineering (BPR) efforts.

Established preventive maintenance schedules and periodic upgrades, ensuring optimal equipment operation without costly downtime.

Created and implemented efficiency enhancements to generate improvement through associated cost reductions.

Significantly reduced waste and end-to-end production time by leveraging expertise with Statistical Process Control (SPC) methodology.

Performed times studies applying the Maynard Operation Sequence Technique (MOST). MEMBERSHIPS & ASSOCIATIONS

Forging Industry Association, 2018-present

Institute of Industrial and Systems Engineers (IISE), 2017-present Lean Enterprise Institute (LEI), 2017-present

American Society for Quality (ASQ), 2017-present

Phi Theta Kappa - International Honor Society, 2014-present

Contact this candidate