Adrian Quinones

Summary

Supply Chain and Project Management Professional with 17 years of progressively responsible cross-industry experience developing and leading operational improvement solutions in US, Asia and Latin-America for global manufacturing companies. Extensive experience in global supply chain operations management, product launches, strategic planning and facilities start up and consolidation. Six Sigma Black Belt, Project Management Professional. Fluent in Spanish; Dual degree in Engineering, an MBA, and a Master of Manufacturing Management from Penn State.

Work History

Work History
May 2008 - Present

Project Manager

SIEMENS

Worldwide capital goods, Electrical Engineering and Electronics manufacturer with $132 Billions in new orders for 2008.

  Reporting to the VP of Supply Chain, managed and controlled divisional projects to optimize operations by consolidating and outsourcing Fire and Safety products and PCB, directing an interdisciplinary team of 12 senior managers in Newark, Chicago and Beijing; and expected savings of $8.1 million fin twelve months from a goal of $6.1 million.

  • Planned and led actions of teams securing savings of $8.1M in 12 months exceeding goal in $2.1M
  • Balanced resources between eight complementary projects meeting 27 milestonesunder a $5.8M budget
  • Developed suppliers to ensure 100% compliance with UL, ULC, FM and VdS regulatory agencies
  • Led the country of origin project yielding 100% compliance with WTO and US customs code.
2003 - May 2008

Global project manager

Seton Company
Coordinate and monitor all operational activities for new and redesigned product launches to support the customers’ current and new contracts. Average 20 concurrent projects per year. Developed Program Management processes, such as Advance Product Quality Planning, which ensured performance for 6 manufacturing plants production activities.
1999 - 2003

Advanced Planning Divisional Manager

Lear Corporation
Managed a divisional staff of 7 Sr. associates to coordinate all productive activities to supply prototype and pilot products to customers such as GM, Ford Chrysler and Toyota, for electrical products manufactured in the Americas. Supervised the launch of new products and the model year changes for all customers in 14 manufacturing plants and 2 warehouses in 6 countries. Monitored divisional production control activities of all manufacturing plants with approximately $890M in Std. cost. Ensured compliance with ISO, QS and TS norms and automotive PPAP PSW and internal APQP.
1992 - 2003

Material analyst

United Technologies Automotive
Supply Chain Management ever increasing responsibility positions, ranging from Material procurement, Purchasing, Logistics, Production Scheduling, Inventory Control, compliance and Customer Service. Supported international operations in Germany, France, Spain, Argentina, Phillippines and Mexico.

Education

Education
2006 - 2008

Master

o Emphasis in Lean, Six sigma, teamwork, DMAIC, Material Management, Supply Chain, Project Management, Leadership, Quality Standards and practices, Product Development. o Projects: (five students teams) include Reverse Engineering, Financial Analysis, Product Development, Company/Industry Analysis and Lean Manufacturing Audit o Plant tours: Visiting 15-20 plants and interacting with manufacturing executives including: GM, Kraft, Anhauser-Bush, Toyota Engine and Honda Assembly plants. o Six Sigma: Complete 100% of the knowledge of a Six Sigma Black belt and certification exam. o Scholarship: Daniel and Victoria Folmer Graduate Fellowship in Engineering and Penn State College of Engineering
1993 - 1996

MBA

UNIVERSITY OF CHIHUAHUA
Concentration in Operations Management Thesis in Worldwide New Product Launches
1987 - 1991

ChE/IE

CHIHUAHUA INSTITUTE OF TECHNOLOGY
Magna Cum Laude, top 2% of class Dual degree confered National prize for Physic-Mathematic and Chemico-Biological sciense National prize for scientific article

Skills

Skills

Project Management Professional

Initiate, Implement, control and closing of projects following the standars of PMI and complying with internal a law regulations; ranging from outsource and consolidation of operations to facilities launch and closing to everyday Engineering changes to processes or products.