2. ○ Improved line productivity rating from 70%+ to 95%+ after adjustments in line balance and
routing minutes; at the sametime, found and corrected error in the IT productivity report
algorithm that miscalculated productivity by as much as 5%
○ Frequently adjusted linebalance as per changes in valueadded content by the customer
via engineering change requests
○ Reduced directheadcount by one operator per shift for annual costreductions of 100K
USD
○ Developed a shared SKDBulk process and layout to utilize a shared directheadcount
resulting in an annual cost avoidance of 80K USD
○ Introduced BMW X6 content into production line without increasing production or logistics
headcount; sustained weekly productivity rating of 95%+ through implementation;
highestrated production line plantwide for 2014
○ Reduced logistics support headcount by one materialhandler as result of time studies;
annual costsavings of 60K USD
○ Reallocated select subassemblies for center console kitting to the skdbulk production
operator in order to increase series throughput and improve the utilization of the skdbulk
operator. This continuous improvement resulted in an increase in efficiency and productivity
for the entire cell and a reduction in cycle time.
○ Performed runatrate studies alongside project team and process planner
● Program: BMW X6 (F16)
● Commodities: Instrument Panels
● Processes: flaming, laser scoring, leather sewing, glue application, manual prelamination, press
lamination, foldback finesse, ultrasonic welding, infrared welding, final assembly, automated check
station, packing, sequencing
● System: Bulk production, onepiece flow, JIT, JIS, BMW 500signal, BMW 5300signal, SKD
● Engineering Function: Lead Industrial Engineer
○ Improved directheadcount productivity through operatorload consolidations in various
processes for a reduction in five headcount per shift; annual costreduction of 480K+ USD
over the projecttoplant handoff headcount;increased productivity by 20%+
○ Created process by which to staff the bulk production cell and maintain productivity
efficiency given the highlyvariable demand volumes present at start of program
○ Reduced materialhandling times within the production cell in order to reduce cycle times
below the internal Takt time defined by the F16 project team as volumes ramped up
○ Defined and implemented SKD process and layout to gapfill series production idletimes
during unforecasted downtimes
○ Optimized layout in the sewing area to allow for sufficient inventory to meet customer
demand given that takerates for leathersewn variants were outside of the planning
volumes
○ Increased lineside material capacity (within already present footprint) to reduce downtimes
caused by missing material in the bulk production area
● Program: BMW X6 (F16)
● Commodities: Door Panels
● Processes: Presslamination, coldknife cutting, foldback, hotmelt, groovecover lamination,
molykote application, check and pack, sequencing
● System: Bulk production, batch, onepiece flow, JIT/JIS (internal to plant)
● Engineering Function: Lead Industrial Engineer
3. ○ Designed the projectselected greenfield layout; subsequently, supported the project team
and Process Planner in the planning and implementation phase
○ Supported Process Planner in line balancing and headcount optimization during the launch
and rampup phase
○ Reduced headcount by four operators per shift from the launch headcount through time
study analysis and operator content consolidation
○ Performed runatrate studies alongside project team and process planner
● Program: BMW X6 (F16)
● Commodities: Door Panels
● Processes: Preassembly, ultrasonic welding, heatstake welding, final assembly, check and pack,
material handling
● System: Onepiece flow, JIT, JIS, BMW 5000signal, BMW 5300signal
● Engineering Function: Lead Industrial Engineer
○ Optimized preassembly process to reduce headcount by two operators per shift; resulting
in an annual costreduction of 120K USD
○ Reduced cycle times for production cell and increased capacity by 10% within Takt time
with a decreased headcount
○ Increased production cell productivity from 50%+ to 85%+ through decreased
directheadcount, allocation of valueadded minutes, and accurate minutes reporting;
operational days reduced due to greatly improved line productivity
○ Reduced logistics directheadcount of the JIS backend by 75% through time studies,
operator training, and layout optimization of the four BMW 5300signal resequencing cells;
annual cost reduction of 240K USD
○ Optimized layout to improve material flow and increase lineside capacity within the cell
footprint and allow for the insourcing of the door Top Shoulders; previously located in an
offsite supermarket and delivered via dropandhook in cycles
○ Performed runatrate studies alongside project team and process planner
● Program: BMW X3 (F25/F26)
● Commodities: Instrument Panel
● Processes: Punching, milling, cutting, welding, final assembly, check and pack, material handling
● System: Onepiece flow, JIT, JIS, BMW 5000signal, BMW 5300signal
● Engineering Function: Industrial Engineer (supporting role)
○ Provided support to line industrial engineer for time studies, line balancing, and layout
improvements
○ Analyzed headcount for the punching, milling, and welding cell; implemented reduced
headcount in 2013
○ Supported F26 project team and process planner with runatrate studies for production
capabilities and process review
● Program: BMW X3 (F25/F26)
● Commodities: Door Panels
● Processes: Punching, milling, cutting, welding, final assembly, check and pack, material handling
● System: onepiece flow, JIT, JIS, BMW 5000signal, BMW 5300signal
● Engineering Function: Industrial Engineer (supporting engineer)
○ Performed rootcause analysis alongside the line process engineer to level production
throughout; reduced cycletime variability between four infrared welding machines
4. ○ Provided support to line industrial engineer for time studies and line balancing
○ Performed routine time studies to support line process engineers
● Program: Cadillac XTS (X1LL)
● Commodities: Glovebox + components, kneebolster + components, door panel sidebolsters, door
panel map pockets
● Processes: Hotmelt glue application, inmold grain lamination, automated foldback, infrared
welding, manual welding, manual foldback, preassembly, final assembly, check and pack,
pokeyoke, and plant production logistics
● System: bulk production, batch, conwip, and onepiece flow
● Engineering Function: Lead Industrial Engineer
○ Designed and implemented optimized layout for the Cadillac XTS production cell in order to
switch from a onepiece flow process to a batch process to account for a reduced forecast
in customer demand for 2014
○ Reduced the Cadillac XTS directheadcount by 25% to maintain line productivity rating as a
batchbuild production cell; adjusted shiftmodel to reduce logistics support load during
bshift and reduce operational costs
○ Decreased indirectheadcount by one materialhandler for an annual costreduction of 60K
USD
○ Designed and implemented Cadillac XTS production layout to further reduce floorspace
utilization of program by 20% to allow for the insourcing of the Service Parts production cell
into Plant 24
○ Increased Cadillac XTS IMG Lamination Press capacity and scheduling flexibility via
SMED project. Implementation reduced changeover time from 45 minutes to 25 minutes;
decreased headcount necessary for changeover process from four associates to two
associates; improved press lamination OEE from increased machine availability
○ Slashed directheadcount for the Cadillac XTS Kneebolster production by 50% for an
annual costreduction of 50K+ USD
○ Relaxed equipment bottleneck in the Cadillac XTS production cell by transferring select
production to bshift
● Program: Cadillac CTS (A1LL)
● Commodities: Instrument Panel Substrate
● Processes: Preassembly, ultrasonic welding, final assembly, check and pack, material handling
● System: onepiece flow, conwip
● Engineering Function: Lead Industrial Engineer
○ Increased line productivity by 25% through audits and corrections to valueadded minutes
○ Linebalanced production cell to reduce directheadcount by 33% without affecting
production runtime, planned shiftmodel; line sustained 95%+ productivity performance
over a twoyear span; annual costsavings of 80K USD
● Section: Injection Molding
● Commodities: Substrates for all Plant 24 production commodities
● Processes: Injection molding, minor assemblies, check and pack, logistics, material handling
● System: Bulk production, batch, onepiece flow
● Engineering Function: Industrial Engineer (lead, 2013; support, 2014)
5. ○ Increased production capacity by 40 days per year in the 500ton press area; this
optimization allowed for the insourcing of previously outsourced commodities, improving the
overall productivity of injection molding production
○ Optimized the process of subassembly of the BMW X5 (F15) center console, reducing the
shift headcount from five operators to three operators for an annual costsavings of 200K
USD for injection molding
○ Performed time studies to determine machine capacity and sharedheadcount allocation
● Section: Plant Logistics
● Commodities: All/Plantwide
● System: JIT, JIS, BMW 5000signal, BMW 5300signal, batch, marketplace, supermarket, highbay
warehouse, docks, shipping and receiving lanes
● Engineering Function: Industrial Engineer (supporting engineer)
○ Supported the plant logistics industrial engineer in insourcing the F16 Instrument Panel
gloveboxes to production lineside from a 3PL supermarket located in an offsite warehouse
○ Developed and implemented the warehouse and marketplace for the F16 door panels
lamination production cell
○ Developed and implemented logistics support cell for the door panel armrests in our to
insource from 3PL supermarket site; this new cell was operated by underutilized
directheadcount already present in the plant, no additional headcount was required
○ Consolidated various plant warehouses into a singular location as part of the plant strategic
plan to reduce waste in materialhandling
○ Increased the capacity of the injection molding blockstorage warehouse to accommodate
additional volumes from the F15 center console production; optimized blockstorage lanes
layout for improved accessibility and lean/minimum inventory levels as allowed by the
PFMEA and contingency plans.
○ Determined shipping lane layout and capacities for wing three for 2014
● Program: InSeries Production Service Parts
● Commodities: Service Parts
● Processes: Production, Logistics
● System: Bulk production, packaging, passthru consolidations
● Engineering Function: Lead Industrial Engineer
○ Reduced the floorspace for the production cell by 50% by optimizing lineside material
availability; relocated cell to reduce materialhandling requirements
○ Developed min/max material inventory levels and production processes to meet floorspace
constraints
● Production Minutes and Routings (all production programs and commodities)
○ Performed running audits of the productions minutes (routings) for all production lines;
adjusted/corrected valueadded minutes and idleminutes as per corporate guidelines for
routings as a means to both control costs for corporate program management and sustain
profitability for the production plant
○ Created method by which to audit minutes for production; this method is now standard for
plant industrial engineering.
6. ● Draexlmaier Ideas (Continuous Improvement Submissions Program)
○ Developed a “strapped laptop board” for engineering to work on the floor. This laptop board
allowed industrial engineering to perform time studies directly onto computers, bypassing
the papertocomputer dataentry and reducing the delivery time and accuracy of all
performed time studies.
○ Introduced GoPro cameras to the plant as means to perform time studies in production and
logistics, and review machine process faults. The cameras allowed for the tracking and
studying of forklift loops and warehouse operations. Since their introduction, the GoPro
systems have been adopted by most plant and planning departments as a means to study
their systems and to archive processes.
○ Champion of the 2014 Draexlmaier Ideas Program for earning the highest score for
implemented changes in DAA Plant 24.
○ Named “Ideas Expert” and given the authority to provide feedback for submitted Ideas
introduced into the system; feedback encompassed the feasibility, ROI, and compensation.
Responsible to implement and document all approved Ideas.
Industrial Engineer, Capital Projects Technical Lead, Corporate Strategic Planning 02/2011 07/2013
AVX Corporation, Fountain Inn, SC
● Project: AVX/Kyocera Asia Distribution Center Expansion + Sales Office Optimization
● Location: Kowloon, Hong Kong
● Year(s): 2013
● Project Functions: Industrial Engineer, Technical Lead, Contractor Management
○ Determined capacity requirements for the Asia Distribution Center while onsite as per local
environmental and work standards
○ Performed due diligence in select sites is Kowloon to determine expansion feasibility as per
calculated capacity and environmental constraints
○ Recommended the expansion of the distribution center into the sales office location in order
to reduce capital expenses; sales office relocated to a smaller, more efficient space within
the same edifice within Kowloon
● Project: Installation of New Production Facility
● Location: Bzenec, CZ; Uherske Hradiste, CZ; Zlin, CZ
● Year(s): 20122013
● Project Functions: Industrial Engineer, Technical Lead, Business Case Analyst
○ Defined retrofitting requirements and planned the facilitation of a 135,000 ft2
brownfield
production facility in Czech Republic for electronic connectors for automotive customers
○ Designed plant, facilities, office, and machine layouts
○ Planned material flow and handling routes as per the winning plant and production layout
○ Supervised machine inventory and moves for relocations and transfer into Bzenec Plant
○ Managed the bidding process by general contractors in Slovakia and Czech Republic and
performed costs, materials, scope audits for each and every bid during three bidding rounds
alongside the European Director of Operations
○ Reviewed all architectural designs and provided feedback to architecture firm for
optimizations tailored to the production technologies, production systems, and logistics
requirements of manufacturing electronic connectors
7. ● Project: HybridElectric Vehicles Pilot Production Line
● Location: Sady Production Plant and Mesit Production Plant, Uherske Hradiste, CZ
● Year(s): 2012
● Project Functions: Industrial Engineer, Technical Lead, Business Case Analyst
○ Optimized layout for two floors in the fivestory Mesit production plant to allow for the
relocation of Sady production lines into Mesit; the purpose of the relocations was for the
installation of the HybridElectric Vehicle Pilot Line in Sady, the only site in Europe to have
the cleanroom technology for the production of HEV capacitors
○ Designed the layout and material flow for the Sady HEV production line within the
necessary footprint avoid the capital expenditure of building an expansion hall
○ Created business case to support upper management in the selection on which production
lines to transfer to Mesit
● Project: Technologies Transfer Due Diligence + Plant Optimization
● Location: TPC Production Plant, Dijon, France
● Year(s): 2011
● Project Functions: Industrial Engineer, Technical Lead, Business Case Analyst
○ Performed due diligence (capabilities, capacities, and floorspace requirements) for the
highvoltage capacitors equipment to determine the optimal location for the distribution of
production throughout the three worldwide regions: America, Europe, and Asia
○ Developed layouts for the purpose of relocating equipment into any of the chosen locations
and a decision matrix to present the business case to upper management to relocate to
Asia to increase segment profitability
○ Worked with the team in France to translate process documents and provided corporate
management with process information previously unavailable in English
● Project: Relocation of the North America Distribution Center
● Location: Atlanta, Georgia, USA; Greenville, South Carolina, USA; Dallas, TX, USA
● Year(s): 20112013
● Project Functions: Industrial Engineer, Technical Lead, Business Case Analyst
○ Transferred the America Region distribution center from Atlanta, GA to Fountain Inn, SC
without disruption to operations; planned, procured, and implemented automated
warehouse in SC
○ Built business case for an automatedcarousel warehouse system, which was implemented,
resulting in a reduction of 24K sqft. for the DC and improved pick, putaway, and inventory
accuracy
○ Developed the warehouse management system technical requirements as well as the
hardware requirements alongside a team of consultants experts in the field of warehouse
management systems
○ Negotiated and managed all contracts for the facilitation of the chosen site in Fountain Inn,
SC; managed the shutdown of the Atlanta facility, inclusive of contractors and utilities billing
○ Headcount reduced from 40 to 16 direct associates as per the increased productivity of the
automated carousels and the smartcontrols installed to improve efficiency of the system;
directlabor reductions of 400K+ per year, providing an ROI for the initial capital investment
of less than three years
8. ● Project: AVX/Kyocera Sales Office Consolidation
● Location: Penang, Malaysia
● Year(s): 2011
● Project Functions: Industrial Engineer
○ Designed the layout for the merger of the AVX and Kyocera sales offices in Penang
○ Supervised contractors from Dijon,France to keep to scope and quoted costs
Corporate Functions and Events
● Prepared external presentations for the Executive Officers, Board of Directors, and VicePresidents
● Planned and ran the 2011 and 2012 Meeting of Shareholders; attendees include the Board of
Directors, Chairman Emeritus, and several highprofile executives from all regions; planning
includes all event presentations, event layout, audio/video, and accommodations for translators
● Planned and ran the 2011 AVX University, a oneweek seminar hosted by upper management for
the highestperforming associates and middlemanagement in AVX Corporation from all worldwide
regions
● Designed the AVX Corporation Christmas Float; Winner of “Best Float” in the 2013 Greenville
Poinsettia Christmas Parade
Software Proficiency: AutoCAD, Microsoft Office, Microsoft Project, Microsoft Visio, APIS IQSoftware
Languages (Native): English, Spanish
