Product Development, Manufacturing, Process and Quality Engineer

Omar Ricardo Cuata Olmos

BS Mechanical Engineer

Home: +1-330-***-****

*********@*****.***

Professional Background

My goal is to ensure the customer satisfaction by using resources efficiently with data driven knowledge, stronger tire manufacturing experience (15 years), solid knowledge in quality assurance tools (ISO 9001) and continue learning tire design tools. For that reason my daily effort is to continue seeking new ways to achieve my company goals, like reducing the poor quality cost, process variations and bottlenecks.

Education

December of 2001. B.S. Mechanical Engineer. IPN (Instituto Politecnico Nacional), in Mexico City. January of 2022. B.S, Master Business Administration. UERRE (Universidad Regiomontana de Monterrey), at Monterrey, N.L. October of 2011, Six Sigma Black Belt.

December of 2021, Project Management.

Lead Product Design

02/01/2024 to Current, Bridgestone Technical Center, Akron, Oh New Product Development

1. Advance Product Development

1.1.1. Lead cross functional team - new technologies programs 1.1.2. Support Champion Development - integrate new technologies to champion programs 1.1.3. Tread Pattern Design - Parametrics 3D modeling 1.1.4. FEA modeling and analysis

10/3/2022 to 01/31/2024, Bridgestone Technical Center, Akron, Oh Original Equipment New Product Development

2. Program Management

2.1 Lead cross functional team - OEM’s programs

2.2 Support product launch - OEM’s

4/01/20 to 09/26/2022, Bridgestone Technical Center, Akron, Oh Truck and Bus Radial Tires New Product Development 3. Manufacturing Process Development

3.1 Lead cross functional team - LH steer cap layer (nylon) 3.2 Lead cross functional team - Curing extraction force 3.3 Support product launch - Potenza RE980+ and Alenza Ultra 3.4 Support cross functional team - Collecting data for the multi-variable study (TCO) Tire Development Engineer

1/01/16 to 03/31/2020, Bridgestone Technical Center, Akron, Oh Truck and Bus Radial Tires New Product Development 4. New Product Development

4.1 Projects succeed launched

4.1.1 Firestone FS860 (On/Off application)

4.1.2 Bridgestone Duravis R238 (dually heavy duty truck) 4.1.3 Firestone FS440 (All positions)

4.1.4 Bridgestone M713 (LH application)

4.1.5 Firestone FS570 (project finished left on hold) 4.1.6 Dayton D450 (project handed off at validation stage) 4.2 Additional Projects to improve the TBRD area

4.2.1 New product evaluation procedure at wet surface 4.2.2 New product evaluation procedure at asphalt surface 4.2.3 Regression model to predict winter tire performance 4.2.4 Various technology projects (low RRC, super steer, best tire mechanical construction) Curing Process Engineer

9/01/12 to Currently, Bridgestone Tire Company, Monterrey, MX Curing Process Development and Process Improvement 2. Process Variation.

2.1.Methodology: Analyze the machine set points, process specification, main VOR abnormalities, establishing process standards, process stability

2.2.Quality Tools: Kaizen, six sigma, SPC, pareto chart, root cause analysis 2.2.1. Bladder Life Improvement from 350 cycles to 460 average cycles 2.2.2. Total abnormalities scrap reduction from 3% to 1.9% 2.2.3. Blow Out Test Analysis, cycle and tire performance analysis 2.2.4. Thermocouple Test Analysis, cycle and tire performance analysis 2.2.5. Cuirng Cycle Time improvement one machine from 230 tires/shift to 262 tires/shift Manufacture Quality Engineer Leader

4/01/12 to 8/30/12, Bridgestone Tire Company, Monterrey, i Tire Building Area Preventive System Development

3. Process Variation.

3.1.Methodology: Analyze the machine set points, machine repeatability, process stability, process adjustments 3.2.Quality Tools: Kaizen, six sigma, SPC, pareto chart, root cause analysis 3.2.1. Roller Head Assembling Control and Spare Parts Change 3.2.2. Reduce Tire Assembling Process Variation

3.2.3. Reduce Risk of BSAM Failure

Final Product Evaluation Laboratory Leader

10/01/11 to 3/31/12, Bridgestone Tire Company, Monterrey, MX New product development schedule critical for the Plant aligned with management and technical knowledge. 4. Final product control evaluation.

4.1.Methodology: Analyze the final product performance in a destructive tests and review trend of each test or tires component to trigger the process, size or machine improvement. Test schedule accomplishment, machine balance, prioritizing test, analyzing technicians skill, empowerment of my team members and evaluating the process capability of the laboratory

4.2.Quality Tools: Kaizen, six sigma, SPC, pareto chart, root cause analysis 4.2.1. Test achievement September 95% actual 112%

4.2.2. Machinery efficiency, from 40% to 80%

4.2.3. Section Analysis Improvement, from 5 daily to 14 daily 4.2.4. Amount of test per week, from 80 test/week to 117 test/week 4.2.5. Saving budget plan, from January 2012, 80% saving from the budget 5. New product development.

5.1.Methodology: Analyze the new launch product performance in a destructive tests and review trend of each test or tires component to trigger the specification change or improvement 5.2.Quality Tools: Kaizen, six sigma, SPC, pareto chart, root cause analysis 5.2.1. Amount of new sizes released in Sep from 3 currently 7 over 100% of improvement 6. Area budget under the target

7. 4 technicians under my responsibility and leadership. Manufacture Quality Engineer Leader

3/01/10 to 9/30/11, Bridgestone Tire Company, Monterrey, MX High miss production ratio. High VOR ratio

8. First Six Sigma Black Belt project, successful completed. 8.1.Methodology: DEMAIC. Project Metrics:

8.1.1. PPM’s from 7,364 to 1,551

8.1.2. Sigma level from 2.68 to 3.1

8.1.3. Scrap reduction 62%

8.1.4. Already certified, October 18th of 2011

9. VOR and Scrap generation reduction.

9.1.Methodology: Leading cross functional team and providing to my team members tools, resources, clarifying responsibilities, prioritizing daily activities to achieve plant challenges. 9.2.Quality Tools: Kaizen, six sigma, SPC, root cause analysis, fish bone, fault tree analysis, time line, PFMEA’s, process stream value.

9.2.1. VOR: 2010 (10.30%), 2011 (8.00%)

9.2.2. Scrap: 2010 (6%) September 2011 (3%).

10. Quality Trouble Analysis system management.

10.1. Methodology: Production operators’ empowerment, enhancements daily start of shift verification to let them know about the consequence of each activity.

10.2. Quality Tools: advance knowledge 5W’s+1H, FTA, PFMEA’s, Process Control Plans, Time Lines, Fishbone, GAP Analysis.

10.2.1. 2010 = 24 QT’s, September 2011 = 9 QT’s.

11. Costumer claim.

11.1. Methodology: Root cause analysis

11.2. Quality Tools: Fault tree analysis

11.2.1. Number of cases, 2010 (3), 2011 (1)

12. Frozen management system

12.1. Methodology: Root cause analysis

12.2. Quality Tools: Fault tree analysis

12.2.1. 2010 (43), 2011 (31) 29% were been reduced 13. Area budget under the target

14. 4 quality engineer under my responsibility and leadership. Production Area Leader

4/01/09 to 3/01/10, Bridgestone Tire Company, Monterrey, MX Final Inspection was defined as bottle neck. Plant Manager decided to separate from production in order to have an specific responsible to increase productivity

15. Productivity was increased

15.1. Methodology: Bottleneck analysis, process capability study, identifying operator’s skill level, balancing production lines, negotiating with union, conveyer system PLC logic improvement, development of bypass system, new barcode reading system, not operative time reduction reviewing preventive maintenance activities and alpha miss alarms . 15.2. Quality Tools: 5W’s+1H, FTA, fishbone, gap analysis, pareto chart. 15.2.1. Amount of tires process per day from 2009 (4,800 tires/day) to 2010 (6,240 tires/day). 15.2.2. Barcode reading standpoint from 80% to 99%. 15.2.3. NOT from 5 hr/day to 1.5 hr/day.

15.2.4. Machine productivity from 100 tires/hr to 160 tires/hr. 15.2.5. Tires inspection by each operator from 400 tires/shift to 600 tires/shift. 16. Area budget under the target

17. 4 crew leaders and 32 union operators under my responsibility and leadership. Quality Engineer

4/01/06 to 3/01/09, Bridgestone Tire Company, Monterrey, MX According with my background and the company requirements I was moved to QA department. 18. New quality system was created; it was created of the plant guidelines to ensure the correct plant function. Plant release for full production

18.1. Methodology: Four stages were created in order to evaluate the development and evolution of the quality system, safety system, production system and cost evaluation. 5 years took to accomplish this project 18.2. Quality Tools: Quality manual, working standards, standard practice, plant installation and machinery project management, SPC, process capability, tolerance settings, specification development 18.2.1. Plant Fully Release (P,S,M,F) status from 0% to 99.1% 18.2.2. Documentation control development from 0% to 99.1% 18.2.3. Machinery release for production 0% to 100% 18.2.4. PCP’s and PFMEA’s from 0% to 100%

Process Engineer

2/01/06 to 3/01/06, Bridgestone Tire Company, Monterrey, MX I was selected to participate as Curing Process Engineer at Monterrey Plant Start Up. 19. Curing Cycle Development Time, Blow Point, Thermocouple Test

● Training at Japan Technical Center along two months in curing process Quality Systems Engineer

2/19/02 to 1/31/06, Bridgestone Tire Company, Cuernavaca, MX I started at Cuernavaca Plant as internal at production department, after 5 months I was promoted to QA department in charge of the quality system part.

20. Performing process audits, lot tracing drills, development of the visual aids systems, participating at kaizen scrap reduction group and operators quality annual training plan

Production Interim:

21. Data collecting and area document control

21.1. Quality improvement circles participation

Education

December of 2001. B.S. Mechanical Engineer. IPN (Instituto Politecnico Nacional), at Mexico City. January of 2014. 3rd Quarter. MBA, Master Business Administration. UDEM (Universidad de Monterrey), at Monterrey, N.L. Languages

● English – 80%

● Spanish – Advanced (Native)

Software

● MS Office Advanced; Auto Cad Basic; Minitab Medium; SAP Beginner

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