Mexico Video Resume
Experience
Project Management Consultant (Telecom)
Project: 3 CIENA Families with more than 100 PN each
Scope: Reoutline synergy E2E Customer, Operations, NPI, Quality assurance and Mass production.
CFT: Matrix environment with multiple stakeholders, CFT MX-Israel.
Description:
Develop detailed project plans. By PMI methodology as Project Chart and kick off meeting moving fwd with WBS to Critical Path so then its Gantt chart into SAP project Mgmt for its daily track along with task assignation by Agile Scrum ensuring team synergy to participate in monitoring performance and recommended schedule change.
Monitor and report on the status of projects:
Cost. PPV tracker. Absorption tracker. P&L. Vs initial quotation previously uploaded as std cost into SAP.
Resources. Taking its Labor Cost baseline as result of WBS previously uploaded at SAP Vs its actuals Labor utilization.
Scheduling and leading above metrics meetings with responsible stakeholders to prioritize and attack top detractors by Lean 6S methodology so then leading the participation in identifying and resolving obstacles to completing projects on time and to budget. Facilitating and tracking project risks, assumptions, issues and decisions by DMAIC process improvement –Israel team support- to ensure project results meet requirements regarding quality, reliability, schedule and cost. Cost adjustments or resource additions through SAP Engineering Change system developed for its analysis and approval at all stakeholder level and customer if applies.
Prepare and distribute project documentation with stakeholders of each area going through its process approval and uploaded into SAP project mgmt QA section system by each milestone achieved.
Including meeting minutes of each meeting –internal or external- and progress reports – along with this open action list uploaded into SaaS platform collaboration tool (teams, drive, email, SAP, tableau all of them interconnected).
Communicate project governance updates. By Tableu with Executive Level, and customer contact in daily or weekly basis. Independently solve moderately complex issues with minimal supervision, while escalating more complex issues to appropriate staff.
Achievement: 30% sales increase and on time delivery.
Project Developer Manager (Automotive)
Accounts: Ford, BMW, GM.
Scope: Leading change management in Product Development process: CAPEX, NPI, Ramp-up.
CFT: Matrix environment with multiple locations (MX, USA, India, Germany, China and Italy).
Description:
CAPEX: starting by RFQ –customer specifications- reception. Offer letter requested each 15 days. By SCRUM methodology for gathering information required from Electrical design, Plastics & Optical Design, Quality assurance, Lay-Out, Cycle time, Std time and Std cost accountable BTI OEE (Hella Hourly rate) Labor analyzer, Embedded Software, Packaging and Logistics, Materials, Machines (Green/Brown) availability. Quotation is created passing through all its signature process once approved its uploaded into CRM to its presentation with customer along with its risk assessment, back and forth negotiation took place.
NPI-Ramp up: If Award Letter is released then Leading the team into the kick off to present it with assigned resources to start working with its WBS in collaboration along with its risk Mgmt tracker then critical path of each industrialization channel is outlined and Milestones with its definition of done (type of test and documentation required by each PPAP/APQP/DFA/P-FMEA). Then Gantt chart is created and uploaded into SAP system by each module respectively along with its quotation approved. This is PMI methodology.
Assigned task related are uploaded into SAP project Mgmt –in SaaS collaboration platform-, at this point all stakeholders are agreed and broadly informed of their task, timing, cost and quality expected. Each Cost, Timing and Quality Tracker takes place twice per week with attendance of each industrialization channel team. As result if any finding then CAR development starts by Lean6Sigma Methodology supporting QA head of. If ECO or ECN applies the ECN system is triggered attaching their own root cause analysis, DFMA (cost and functionality impact).
Each 15 days Main KPIs are presented under Ad-hoc format with executive stakeholder at global level and if any risk requires their input is highlighted.
Each 07 days Main KPIs are presented under Ad-hoc format with executive stakeholder at regional level and if any risk requires their input is highlighted.
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Operations Manager (Embedded Systems / Automation,)
Accounts: Pisa, Tyco, Jabil, Flex.
Project: Company restructuration for its readiness as certified supplier services into Global Market.
Scope: Model quotation, ERP developer, ISO implementation, System synergy (operations),
CAR system implementation, Owner of cost, time, quality.
CFT: Matrix environment., in charge of 60 employees as Operations Manager.
Description:
Manager of DevOps for embedded software in C language by Ardruino, GUI in host machine with sw tools such as debuggers, compilers, version controls –repository artefacts by GIT HUB cloud platform-, simulators, installers. Medium integration test (300 seg each).
Agile Methodology along with SDLC: Scrum, XP, Kan Ban.
Jira tool. Creation of BL raised on its MVP once CX Desig is approved. Definition of done and Sprint plan tooks place with daily standup meetings.
SMART KPIs tracker and developer based on outlined definition of done for cost, quality and time.
Dependent variable, cost of feature release.
F= (C$+g) / (fe*rf) / Sd (ratio: portion of all release that`s being successful)
Burn Rate.
P&L.
Program Manager III (Electronics)
Accounts: MEI, GE, CISCO.
Project: System synergy (E2E business and operations), Agile team building.
Scope: Leader of NPI, ECO, Mass production, EOL.
CFT: Matrix environment. Customer Main contact. CFT Leader.
Project Manager (Molding-Injection)
Accounts: Motorola, Clorox, Mabe, MIAC, Procter and Gamble.
Project: system synergy of E2E operations and projects migrations site-to-site.
Scope: Leader of NPI, ECO, Mass production, EOL.
CFT: Matrix environment. Customer Main contact. CFT Leader.
Jr Project Manager (automotive electronics)
Account: Valeo.
Scope: Logistics, Daily CFT meeting, Demand administrator. First USA customer contact.
CFT: inter-disciplinary MX onsite and Taiwan.
Education
Bachelors
International Bussines Adminisitration certified by the Border Coleage with an outstanding results during the Ceneval Test score: 93/100.
Specialization
Specialization, Digital Product Management :
SLCD, CX, Agile, Analitycs, Canvas, Product Development.
Diplomat
(PMBOK) 2013 - 2014
PMI, PMB PMP 36 PDU
Diplomat
Specialization: MySQL: Analytic Techniques for Business
Specialization
Diplomat, Cost Accounting Specialization
