Continuous Improvement Six Sigma

P R O F E S S I O N A L E X P E R I E N C E

****- ** **** ***** ******** & Infrastructure (Formerly Mexichem)– Continuous Improvement LatAm Sr. Manager Mexico City, Mexico

Responsible for designing and deployment of the Wavin Lean Model in Latinamerica:.

Build CI teams throught the region to contribute in the savings strategy using lean tools and Methods. Engage a Lean Culture in the Region (16 plants in 8 countries)

Provide sufficient training and change management in support of regional leadership

Fullfilment of savings objectives for the region

In 2019, YTD savings of 6.7 MUSD were materialized through efficiency initiatives and projects. Goal was of 4MUSD. Over 70 individuals fully involved in initiatives following A3 methodology (over 150 A3 in the region). Autonomous Maintenance deployed in 80% of the plants with breakdown reduction of close to 40% in affected lines. 5S implemented for 70% of physical area of all plants.

IN 2020 savings of 7.5 MUSD, OEE improvement from 69% to 75% for all operations.

Between 2021 and 2023 Total savings of 15 MUSD.

In 2023 started deployment of Six Sigma with a wave of 30 Green Belts with project return of 400 KUSD.

YoY savings of over 5 MUSD up to 2024 with consitent trend for 2025.

2017- to 2018 Merck– Operational Excellence Manager Mexico City, Mexico

Responsible for implementing a Continuous Improvement culture for the Mexico site based on Lean Six Sigma, applying TPM principles for improving operations. Main tasks include (but not limited to):

Engagement improvement

Efficiency projects/Savings

Six Sigma Training

Autonomous Maintenance implementation

In 2017, lead Efficiency initiative through efficiency projects and TIMWOODS ideas (waste elimination ideas) that generated over 2 million euros in savings while revamping Performance Management in the Shop Floor areas for manufacturing and Quality.

2015-to 2017 Tetra Pak– Expert Services Consultant Mexico City, Mexico

Provides consulting support in process efficiency, cost reduction and process innovation using Lean and Six Sigma principles as project leader. Provide support to Tetra Pak's customer base in Mexico, US and Central America regarding:

Total Productive Maintenance (TPM)

5S

Flow improvement

Machine capability

2013-to 2015 Lean Sigma Enterprise Solutions – Master Black Belt Mexico City, Mexico

Regional consulting firm for Lean Six Sigma deployment. Founder of LSES, providing Lean Six Sigma training, assessment and consulting for local and national organizations in Mexico. Currently providing services to Mexico’s national power company (Comisión Federal de Electricidad) and to the Aguascalientes’ Health Institute (ISEA) regarding Green Belt and Black Belt training. “Analyze Six Sigma” seminar at ITESM for 10 years as lead instructor of the Analysis and Design modules for multiple campus (2000-to date).

Customers

Henkel Adhesivos

Asea Brown Bovery (ABB San Luis Potosí)

Volvo Buses

Schering-Plough

Bayer

ESAB Brasil

Exxon Mobil

Bogota s Chamber of Commerce (Colombia)

Training specialization in Lean Six Sigma methodology and related tools for manufacturing, transactional processes, healthcare, human resources, etc.

2012-2013 AXA Seguros – Subdirector Operational Excellence Mexico City, Mexico

Leader for the Operational Excellence Program for AXA Seguros, with responsibility for improving customer’s and distributor’s Quality of Service.

Dean of the School of Service of AXA Academy, focused in modifying behaviors and mindset towards an improved service delivery.

Transformation Head for Lean Management for Mexico’s operations.

In 2012, the OpEx team was able to improve Quality of Service KPI for customers from 76.7 to 83.7 between April and November by leading and coordinating improvement plans with Lines of Business and Sales Distributions. Beside improving quality, the process related savings (non IT) from OpEx projects were of $21 Million pesos.

The School of Service provided training to 1200 employees, which reflected an improvement of 5 pp in the customer scope for satisfaction.

Lean Management’s pilot yielded benefits of 21% net productivity during implementation phase, for annualized savings of $ 2,129, 652.00 pesos out of process efficiency.

2011 ACCENTURE - Sr. Manager Process & Innovation Performance Mexico City, Mexico

Member of the Process & Innovation staff for Accenture Mexico. Responsible of the Lean Six Sigma offering, with primary responsibilities:

• Research and analyze industry and customer to identify improvement opportunities.

• Gather data and document commercial processes, capabilities and needs.

• Perform financial analysis to support new process development.

• Design, develop and supply new commercial processes, capabilities and technological support.

• Develop communications, training and support manuals to aid change management.

• Execute validation and implementation of new commercial processes; lead a team focused on executing project components according scope, programming and budget .

Supervisor for a team of 2 Managers and 5 consultants, working in business transformation projects for a leading Telecommunication company and the largest Bank in Latin America, by identifying inefficiencies and redesigning core processes with benefits of over $30 M pesos.

2001-2009 INGERSOLL RAND / TRANE / AMERICAN STANDARD

Global manufacturer of industry/consumer products with divisions: climate solutions (Trane, Hussman, and Thermo King), residential solutions (Trane and Schlage), and industrial technologies (Ingersoll Rand and Club Car). American Standard Companies turned to Trane after selling its Bath & Kitchen business in 2007. Ingersoll Rand purchased Trane in 2008. Internally promoted from American Standard to Corporate (Trane), member of the “Operational Excellence Integration Team” during the merger of Ingersoll-Rand and Trane as Six Sigma expert, creating day 0, 30, and 90 actions, and easing the transition. Promoted to Enterprise Services after acquisition.

2008-2009 INGERSOLL RAND ENTERPRISE SERVICES – Master Black Belt NC, USA

Responsible for deployment (Green Belt and Black Belt selection, forecast savings for annual operating plan, project pipeline management, coordinate and execute Six Sigma training, and manage certification process) of Lean Six Sigma for “Enterprise Services” in Americas (US, Mexico, and South America), as well as, “Operational Excellence” (process benchmarking and Service Level Agreements). Mentored 10 Black and Green Belts in the correct application of DMAIC. Completed 20 Kaizen events per annum.

· Executed project management for specific projects, integrating the talent acquisition and performance management systems throughout Trane (Oracle and Peoplesoft), including financial cost analysis and valuation, budget management, and timeline planning and management (critical path and follow-up of plan/execution).

· Spearheaded a multinational/multidivisional team of 25 in the US, Europe, and LA, coordinating process integration (policies and procedures), IT integration (data mapping, Web method solution management, data integrity, and user acceptance testing), and change management (shareholder analysis, communication matrix, translation, training, leadership, and conflict management).

· Completed projects, complying with deadlines and saving USD$600k over budget, supporting, over seven months, 13,000 employees. Concluded three waves of Green Belt training, supporting all divisions at headquarters (54 individuals) and the certification process for three Green Belts with savings of USD$2.5MM and one Black Belt with savings of USD$1.2MM.

2005-2008 TRANE (previously AMERICAN STANDARD COMPANIES) NJ, USA

Corporate Human Resource Master Black Belt

Responsible for deployment and leverage of Six Sigma for Global Human Resources. Mentored Green and Black Belts to streamline human resources processes worldwide. Furbished Six Sigma training (Green Belts and transactional DFSS – Design for Six Sigma), incorporating Lean Manufacturing principles (value stream mapping, VA/NVA analysis, and standard work).

· Spearheaded the “Talent Acquisition Redesign” project, obtaining validated direct benefits of USD$1.5MM in agency fees by standardizing, simplifying, and centralizing activities (design for Six Sigma and Lean principles to gather customer opinions through surveys and focus groups, translation of “Critical to Quality Requirements,” and value analysis).

· Led the redesign teams project for human resources, redesigning 50 processes for transactional responsibilities: payroll administration (gross and net check), leave of absence, and termination. Trained 30 Green Belts with 11 certified with estimated benefits equal to USD$11MM.

2001-2005 AMERICAN STANDARD – Master Black Belt Americas Aguascalientes

Responsible for coordinating, developing, and executing Six Sigma training for Black and Green Belts for Americas Bath & Kitchen division (US, Mexico, Costa Rica, and Brazil). Coordinated business leaders for definition of projects, selection of candidates, certification process, training database, participant development, and translation. Coached and mentored Black and Green Belts in application of tools (value stream mapping, SMED, Kaizen, C&E matrix, value analysis, ANOVA, design of experiments, and regression modeling).

· Developed training materials in Spanish, English, and Portuguese, eliminating royalties on material of USD$15k and translation fees of USD$8k. Trained 480 Green Belts and 90 Black for completion of projects with benefits of USD$13M. Improved project processes by USD$3MM, increasing casting rate to 97% from 90% and defining statistical model, restructuring process flow, eliminating NVA activities, improving effectiveness of toilets, and defining a logistics regression model of trap thickness and flushing.

1999-2001 GENERAL ELECTRIC INDUSTRIAL SYSTEMS – Black Belt Training Monterrey

Responsible for coordinating and executing Six Sigma training (Black/Green Belt and design of Six Sigma) for operations in Mexico with support to the US and Puerto Rico. Administrated training material to comply with corporate requirements.

· Translated corporate training material to Spanish, curbing costs 90% for 650 Green Belts and 120 Blacks, spearheading translation for Green Belts for all divisions, implementing virtual learning programs, and reducing travel expenses 80%.

1996-1999 XEROX MEXICANA QUALITY ASSURANCE – Total Quality Engineer Aguascalientes

Responsible for managing Six Sigma Black Belts and “Operational Quality” strategy. Planned training and spearheaded projects. Administrated the “Quality and Environmental Management System” (ISO 9002 and ISO 14001), acting as owner of the system review and approval process, managing request of changes in procedures. Led the “Statistical Process Control” program (KPI/KPO definition and quality results reports), as well as, the Six Sigma deployment.

· Concluded Six Sigma projects with saving of USD$500k by reducing defects and improving equipment performance through the design of experiments, increasing copies prior to jamming to 30,000 from 3,000, reducing inspection time 70% by improving assembly process, expediting time to market commitment, and avoiding consultant costs equal USD$24k.

E D U C A T I O N

2005-2007 ITESM – Master in Business Administration. G.P.A.: 3.6/4.0.

1997-2005 ITESM – Master in Quality and Productivity Systems. G.P.A.: 3.6/4.0.

1990-1995 ITESM – Bachelor in Science in Administrative Mechanical Engineering. G.P.A.: 3.2/4.0.

P E R S O N A L

· Languages: Fluent in English.

· Software: Minitab Statistical Analysis Software, JMP, StatGraphics, Crystal Ball Simulation, MS Office (Word, Excel, PowerPoint).

· Training: “Strategic Business Partner” Partners in Change in New Jersey (2006); “Master Black Belt” Sigma Breakthrough Technologies (2002-2003); and “Black Belt (CSSBB)” Six Sigma Academy/American Society for Quality in Arizona (1998-1999).

Publications: "ISO 14001 at Xerox Mexicana: Synergy Between the Environmental Protection and Quality” ISO 14001 at Xerox Mexicana. Editor: Environmental Quality Center at the ITESM, Campus Monterrey (1998).

· Technical Skills: Six Sigma; application of DMAIC and CCDOV (Design for Six Sigma) in various projects; process redesign/reengineering and improvement; statistical analysis and process characterization; “Lean Manufacturing”; and design of performance scorecards, SWOT, and Hoshin-Kanri.

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