Description
Continuous Improvement Manager /Project Manager/ Operation Manager where background in Chemical Engineering, five years' of experience in leading people and projects with solid eight year- experience in Lean Transformation and Manufacturing, Systems Optimization and effective PMI style-project management help improving operations, services, processes, and procedures. Senior Lean Chemical Engineer Southwest Airlines - Technical Operation Oct 2015 - Present * Assuring SWA compliance with various regulatory (FAA, EPA, OSHA) requirements. * Critically review, rewrite and consolidate existing procedures that affect chemical configuration management. Provide viable chemical engineering services to the airline. * Provides technical consultation on all chemicals applied on the aircraft in regards to their physical efficacy, impact, and chemical reaction on all various substrates. * Support upper-leadership of Southwest Airlines with technical analysis and approval regarding numerous disinfecting processes and disinfectant chemicals (Biocide, germicide, pesticide and other EPA products) to disinfect the aircraft cabin against COVID-19 virus while maintaining the integrity of the cabin components and substrates. * Active Approving Member of Southwest Airlines' Chemical Review Board. * Performs internal and external analysis on requested chemicals to be approved, to determine that such a chemical doesn't have an appropriate substitute in SWA Chemical Management Program before approving the chemical through the Chemical Review Board. * The main Engineering Approver of Technical Operations' Chemicals. * Manage multiple projects to extend and exempt the shelf life of expired chemicals. * Established the Chemical Engineering Function in Southwest Airlines by creating a main section in the Maintenance Procedure Manual (MPM) of Boeing for the Chemical Engineering to ensure efficient and effective chemical engineering function in Southwest Airlines. * Provide extensive analysis through theoretical research and practical testing in engineering reports to substantiate the exemption or extension of the airline's chemicals' shelf lives and provide a cost saving analysis of extended and exempted chemicals from the shelf life program. * Effectively apply Lean Tools to the chemical engineering functions of work to streamline chemical approval and substitution processes and to provide saving to the company. Example of Tools: Standard Work and Pareto Analysis. * Actual documented Cost Avoidance Saving by extending and exempting the shelf life of few vital chemicals is $3.663M up to January 01, 2019. * Substitute tech-ops chemicals that affect the airworthiness of aircraft for all technical operations, and provide substantiation engineering reports that support that. * Test numerous tech - ops chemicals and document such results in substantiation engineering reports and provide recommendations to Aircraft Maintenance Teams (AMT). * Assures compliance with affected procedures such as Boeing procedures, manuals, and 14 CFR and industry standard practices through periodic audits. * Collaborates in the development, review and implementation of policies and procedures with other departments to assure proper compliance and best practices. * Manage the chemical shelf-life extension and exemption processes. * Collaborate with Other Engineering Groups to assist with chemical, materials, and process issues * Provides consultation on technical operation-chemicals to the entire airline. * Cross Reference all chemicals' request with Boeing Aircraft Maintenance Manual (AMM), Boeing Structural Repair Manual (SRM) and Boeing Maintenance Procedure Manual (MPM). Corporate Continuous Improvement Manager Johnson Controls U.S., Mexico March 2014 - Oct 2015 * Create an environment of continuous improvement via LEAN tools and techniques across all business functions * Co-Ordinate LEAN & Kaizen Project activities across the sites. * Oversee/implement/maintain the Quality Management Systems processes throughout the manufacturing facilities at ASC. * Measure First Pass Yield (FPY) and other quality metrics to ensure consistent compliance is being maintained and met at each production location. * Conduct and facilitate LEAN and Quality Kaizen Projects to streamline and improve Processes, operations and systems including All LEAN Projects and 8D Quality Management Systems. * Facilitate and Conduct a 5S Projects across the company plants to organize manufacturing lines, define the requirements of each work area and sustain the improvement through 5S Control Audit Tools - Awarded the best 5S Implementer in ASC. * Maintain ISO 9001 standards and paperwork to ensure annual certification standards are being met. * Conduct ISO Committee Meetings to review, and approve changes to quality procedures and work instructions. * Provide statistical analysis to verify improvements. * Strong focus on quality, lean manufacturing and strategic supply chain initiatives. Experience in a low/ high volume, high mix environment * Manage and lead ASC plant designated quality control supervisors in accomplishing ISO standards and guidelines. * Address quality issues (CARs) that are issued by Customer Service with the plant quality department. * Interface with Plant Managers, Engineering, and Marketing on all LEAN initiatives. * Develop Current/ future Value Stream Process maps and plan improvement activities that will deliver future productivity savings. * Orchestrates multiple activities at once to accomplish a goal. Uses resources effectively and efficiently * Possess strong process orientation and a track record of reducing costs, driving quality, improving profits and streamlining operations in order to achieve lasting financial improvements. * Assure work products and requirements are performed in accordance with documented control activities. * Plan and manage the resources necessary to accomplish remediation actions in the timeframe agreed with all relevant personnel and executive management. Corporate Process Lean Engineer Greenbrier Rail Services U.S, Canada, Mexico Aug 2012 - March 2014 * Identified and led process/productivity improvement initiatives through use of Lean manufacturing to improve cycle time, cost savings, quality, and labor efficiency * Improved the flow and the productivity in Kansas City Wheel Shop created a Current State -Value Stream Map, identified opportunities to improve the flow, captured new ideas in a Future State-Value Stream Map, and improved the flow by 75% after modifying the floor layout and altering operations to the best optimum efficient flow which resulted in over $ 50,000 saving in a year * Designed and developed specialized tooling and procedures for the execution of work instructions within budgets * Managed capital expenditure projects and support equipment upgrades from purchase through installation. * Conducted cost/benefit analysis for change to processes and/or equipment * Identified and reduced product quality issues caused by process variation * Provided training and mentorship to hands on- shop operators on all Lean Tools and specific project requirements * Managed shop cost-out projects including prioritization, status of and benefits of ongoing process improvement projects by building Project Charter and A3 Four Blocker Form * Standardization/Kaizen project transfer & benchmarking - standardized methods to eliminate the 8 deadly lean wastes, improve flow, productivity and reduce travel waste and finally deployed them universally throughout shops and regions * Identified shop needs and assembled team or resources to support the Lean transformation * Managed 5S Projects in GRS Texas Maintenance Shop and Omaha Repair Shop defined the tool requirements in each area, defined the optimum efficient layout of the shop floor, created 5S Clean and Tool Audit Forms and trained employees on using and adopting them to assign accountability in order to sustain the new changes * Managed Low hanging Fruits - Immediate cost saving projects in numerous plants in Greenbrier, like lighting upgrade with T-5 and T-8 Technology and Air Leaks Detection Projects with a complete Return on Investment Analysis and calculations. * Participated in Corporate Kaizen Events and Projects to improve Material Shortages and Material Flow using some of LEAN Tools like Value Stream Mapping and KANBAN System University of Texas at Dallas, Systems Engineering and Management Prerequisites, Dallas, TX Dec 2011 - Aug 2012 LEAN Project Engineer Pentair Technical Products San Diego, CA March 2011 - Dec 2011 * Used Kaizen Events to target problems, discovering root causes of process and equipment failures * Gemba walks to see problems and implement counter-measures, then take actions to improve the process and sustain projects and new processes * Designed and Implemented manufacturing Processes to support the production and the assembly lines. * Engaged in establishing aggressive goals for LEAN execution and value stream improvement and eliminate non-value added processes * Created Standard Work / Work Instructions and verification processes to describe operations in simple, easy-to-understand steps to provide standards, reduce variance, document solutions on some quality issues while conducting training for operators to sustain the standards. * Used Plan, Do, Check, Act and 5-Why methodologies to validate and standardize new processes by conducting experiments and reacting to their results. * Designed several LEAN Production Matrices Sheets, like Cycle Balance Chart, Flexible Playbook, and Production matrix Sheet that supported the production line and the One-Piece Flow Cells - LEAN Cells, increased the efficiency of the process and reduced the required resources based on TAKT Time and Cycle Time * TPM- Assuring Equipment Reliability through Total Employee Involvement: calculates the Overall Equipment Effectiveness for most of the machines in Pentair Technical Products * Tracked Progresses on all products from Kitting Department all the way to Shipping Department through a Time Stamp Sheet to detect any delay or non-value added processes that lead to increase the Lead Time * 8 Process Wastes - analyzed and calculated travel and time waste, drafting it onto Spaghetti Diagrams and re-layout of fabrication and assembly cells based on the shortest, optimum flow of materials and products * Designed Assembly cells layout to manage operations with the available resources and equipments by implementing the one piece flow process * Conduct time studies by breaking down job elements to balance work content among operations based on customer demand and TAKT time * Designed and conducted experiments (DOE) to validate new products to be used and consolidate or eliminate old products * CONTINUOUS IMPROVEMENT SKILLS LEAN Six Sigma Technology, Systems Optimization, Modeling and Simulation and Quality tools to reduce lead time, reduce Work-In-Process, inventory, increase site profitability, and improve quality and on-time delivery for optimum customer satisfaction. * Value Stream Mapping * Advanced Project Management * Earned Value Management * Material Balance * Spaghetti Diagram * TAKT Time / Cycle Balance * TPM-Total Productive Maintenance * Push vs. Pull * Batch Elimination * DMAIC - Define Measure Analyze Improve Control * PDCA - Plan Do Check Act * SMED - Single Minute Exchange of Die * Root Cause Analysis - Fishbone Diagram * 8 Discipline (8D) Quality Improvement * Visual Management * Standard Work * 1-PC Flow * KANBAN * Poka-Yoke * 5S
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